This edition includes some articles about questions. Because questions are our weapon of choice and how you utilise them will shape your success.
But what does success look like for you—opportunity, certification promotion, salary? Please let me know what fires you up.
Now, here’s your What? Who? Where? When? Why? How? for the week.
Globals events such as the 9/11 attacks, Brexit, election of Donald Trump and the COVID-19 pandemic continue to prove that we’re dangerously exposed to the unexpected. What if you made the time and space to consider how to respond to a range of scenarios, so that for the ones that come true you’ll be ready.
The Power Of Scenario Planning | Christina Lovelock (Text at BA Times)
WHY are you a business analyst?
Business analysis has played a big part in my career—as a business analyst (obviously), as a project manager (critically), as a business consultant (especially)—and it has also played a big part in shaping who I am (personally). There’s something special about the role, what it entails and the people who take it on.
Why I am a proud Business Analyst | Arvind Arcot (Text at Medium)
WHEN will you get to be a Senior BA?
Transitioning from being an intermediate business analyst to a senior business analyst requires you to demonstrate shifts in your knowledge, skills and abilities. To take your career to the next level, you need to find the sweet spot between what you know, what you do and what you deliver.
From an Intermediate to a Strategic Senior Business Analyst | Paul Benn and Edward Ngubane (Text at Modern Analyst)
WHERE are your “beneficiaries”?
Now that you see that business analysis is about enabling a change, and that you can do it by identifying stakeholders who are a part of the change, fulfilling their desires and steering the way to change, let’s transform how you describe those people you’re changing.
A simple mental switch | Joe Newbert (Text at Newbert’s Blog)
WHO is tracking your knowledge board?
Whether you’re waterfall or agile or other, if you strip business analysis right down, by removing the methods, the templates, the techniques. It comes down to one thing: asking questions. And the goal of your questions is to find facts, validate assumptions, gain experience and reduce risk.
Tracking Research Questions, Assumptions, and Facts in Agile | Rachel Krause (Text at Nielsen Norman Group)
HOW can having your ideas shot down be a good thing?
If you don’t have people who shoot down your ideas, you won’t be able to test them. When you empower a person or a team to test your ideas and explain why they won’t work, they can be elevated. In fact, it’s dangerous to expect plans to work and not anticipate what could go wrong.
How Negative Thinking Creates Positive Solutions | Dan Rockwell (Text at Leadership Freak)
Until next time, keep growing,