What Is The Business Strategies Enhancing Communication?
Synopsis: This section provides an overview of the core competencies of a Business Analyst that is required for professional excellence. The discussions are carried out to reflect upon the qualities and attributes that every organization expects to have in a Business Analyst.
Reflection: The competencies of a Business Analyst is an essential factor from both individual as well as organizational perspective. According to Jonasson (2016), there are three core competencies that are required for a Business Analyst. A Business Analyst must possess Behavioral skills and personal qualities to better suit the requirements of an organization. Business knowledge is another essential element that a Business analyst must possess so that they can implement their skills to improve the business performance. Further, technical knowledge is also required to become a successful Business Analyst as technology has an important role to play in development as well as acquisition of the goals of an organization.
Critique: According to Jonasson (2016), there are three core competencies that are required as a Business Analyst however as per Hailes (2014), competencies represent the behavioral aspects, characteristics, knowledge areas along with the personal qualities that helps the Business Analyst to be suitable for an organization. The core competencies stated are essential for job of a Business Analyst but there is also a requirement that they focus equally on their personal development to achieve their career goals and objectives. A Business Analyst must be efficient in business related areas as well as technical areas to implement their skills within the organization.
Synopsis: The skills of a Business Analyst plays an important role in product or process development within an organization. Hence, the reflection has been presented in this section to demonstrate the key skills of a Business Analyst that are required by an organization for successfully designing and developing a new technology or technological redevelopment.
Reflection: The skills of a Business Analyst are divided into five different knowledge areas as Leadership, Analysis, Implementation skills, Domain Knowledge and Consulting. Leadership comprises of the skills that are related to managerial aspects such as team management, change management, decision making as well as communication management to provide support to the organization while developing new product or process (Richards & Marrone 2014). Analysis relates to the skills that contributes towards brainstorming ideas or concepts and Implementation skills are those involved with implementing the measures required for development of a new product or process. Finally, Domain knowledge and Consulting relates to business skills that are required to execute the development project.
Critique: According to Richards and Marrone (2014), the key skills of a Business Analyst are divided into different knowledge areas whereas Bailey (2017), states that key skills are communication, problem-solving, decision making, analysis and relationship building. This demonstrates that Bailey (2017), has generalized the key skills of a Business Analyst rather than dividing the skills for easier understanding of the qualities that must be possessed by a Business Analyst.
Synopsis: In this section, the discussions are carried out on the models that can be used for formulating strategy after analyzing the internal as well as external environment. The models provide a platform to develop strategies so that business organization make improvements or increase their business performance.
Reflection: The internal analysis mainly comprises of the internal factors that offer an organization with certain advantages as well as disadvantages to meet the requirements of the target market. According to Miller (2017), various models that are there that can be used for effective strategy planning to formulate strategies in business organization. The traditional models that are used for formulating strategy are SWOT analysis, Porter’s five forces model and PESTLE analysis. The mentioned models help to determine the problem areas in context to requirements of the business organization. The models help the organization in making decisions along with interrelating them and planning to manage the internal as well as external environment.
Critique: Karami (2016), states that the models for strategy formulation forms an essential part in strategic planning within an organization while Miller (2017), thinks that the models only provide an understanding on the process of strategic planning. The internal as well as external environment has an important role to play for formulation of strategy in order to improve the business performance of an organization. The organization has less control over the external environment whereas internal environments consist of the variables that are situated within the boundary of an organization.
Synopsis: The reflections in this section is presented on the existing relationship between organizational strategy and knowledge audit plan. The knowledge audit plan is essential for assessment of the analysts in order to ensure excellent business performance. The organizational strategy is directly linked with knowledge audit plan as both are interdependent on each other.
Reflection: The Knowledge audit plan helps to determine the present knowledge conditions as well as environments, identifying the knowledge gaps, relevancy of knowledge as well as knowledge criticality and experts within the organisation. It also offers the organization for better recognition and understanding of the strengths and weaknesses along with providing methods to improve the performance (Manhart & Thalmann 2015). The Knowledge Audit plan has a direct impact on organizational strategy as the lack of knowledge on some technological implementation engaged for organizational benefit will lead to failure of the organizational strategy.
Critique: According to Bryson (2018), Knowledge audit plan is required for assessing the managers and analysts within an organization whereas Manhart and Thalmann (2015), depicts that it is required for change in organizational strategy. It is an essential factor in determining whether the decision to adopt new organizational strategy will be beneficial or not in context to business processes of the organization. Hence it has been determined that organizational strategy is directly linked with knowledge audit plan as both are interdependent on each other.
Synopsis: The discussions in this section are carried out on the skills in context to Leadership and Team building that have to be possessed by a Business analyst in order to excel in their career path. The reflections show that a Business analyst must be efficient enough to build a team and manage them so as to improve performance of the business organization.
Reflection: The Leadership and Team building skills are essential for ensuring successful running of business operations and improving the business performance. A Business analyst must possess these skills for improving their efficiency as well as business performance. Communication is considered as a key skill that is required by a Business analyst to show leadership criteria as well as team building (Kuehn 2016). Team building refers to build a new team or management of the members within an existing team where problem solving has an important role to play for integration of the individuals into a team.
Critique: As stated by Krapfl and Kruja (2015), Leadership and Team building skill is an essential factor for management of teams within an organization but Kuehn (2016), describes that communication plays a major role to implement those skills in a fruitful and effective manner. The capabilities to motivate the members of a team is also important rather than only focusing on leadership and showing the characteristics that is possessed by a Business Analyst. A Business Analyst should also possess Behavioral skills and personal qualities to better suit the requirements of an organization.
Synopsis: This section reflects on the key processes that are involved in understanding the business context from the perspective of a Business analyst. A Business Analyst must have a sound knowledge of the business area in which an organization is operating to recommend suggestions for improving performance of the business organization.
Reflection: It has been analyzed that there are three key processes that are involved in understanding the business context. The key processes demonstrate that there is interrelationship between them and it goes in a loop so that the business context can be clearly identified as well as the core business processes are determined. The processes form a major part of the business context and those are identified as Core processes, Operational processes and Supporting processes (Vom Brocke et al. 2014). The core processes relate to the areas of the business and the Operational processes vary depending upon the type of business. The supporting processes are those processes that helps in smooth functioning of the business. Hence, it has been analyzed that there is interdependence among the key processes within an organization.
Critique: Rosemann and vom Brocke (2015), states that core processes are often considered as functions but those play an important role in planning and management of business. It is also defined that those processes irrespective of the business type are required by a business organization for achieving the goals and there is a need to optimize the processes. The key processes have a major role that contributes towards better understanding the business context of an organization.
Synopsis: In this section, the discussions are focused on demonstrating the efficiency and appropriateness of the investigation techniques being used for requirement elicitation. The four of the investigation techniques that are most commonly used for requirement elicitation are presented in this section to demonstrate them from the business perspective.
Reflection: The traditional investigation techniques that are used for requirements elicitation can be easily used by analysts irrespective of the business size or type. The techniques help to gather the exact requirements of a business organization or stakeholders associated with the organization. According to Garg, Agarwal and Khan (2015), a good analyst must perform the responsibility to ensure that there is active involvement of stakeholders while determining the requirements. The four major investigation techniques are Document analysis, Interviews, Observations and Survey or questionnaires. The mentioned four techniques has a major contribution in successful determination of the business requirements.
Critique: It has been analyzed that from the four investigation techniques, Survey or Questionnaire is an easy to use and precise technique that can be used for presenting the requirements in an efficient manner. The Business analyst holds the responsibility of determining the best investigation technique based on the business area of type of organization. According to Abbasi et al. (2015), Surveys and Interviews both collectively is essential to achieve the desired goals and objectives.
References
Abbasi, M. A, Jabeen, J, Hafeez, Y, Batool, D, & Fareen, N 2015, Assessment of requirement elicitation tools and techniques by various parameters. Software Engineering, 3(2), 7-11.
Bailey, L 2017, REQUIREMENTS GATHERING FOR THE NEW BUSINESS ANALYST: The Simplified Beginners Guide to Business Systems Analysis.
Bryson, J. M 2018, Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
Garg, N, Agarwal, P & Khan, S 2015, Recent advancements in requirement elicitation and prioritization techniques. In Computer Engineering and Applications (ICACEA), 2015 International Conference on Advances in (pp. 237-240). IEEE.
Hailes, J 2014, Business Analysis Based on BABOK® Guide Version 2–A Pocket Guide. Van Haren.
Jonasson, H 2016, Determining Project Requirements: Mastering the BABOK® and the CBAP® Exam. Auerbach Publications.
Karami, A 2016, Strategy formulation in entrepreneurial firms. Routledge.
Krapfl, J. E & Kruja, B 2015, Leadership and culture. Journal of Organizational Behavior Management, 35(1-2), 28-43.
Kuehn, S. G 2016, Exploring US business leaders’ strategies for enhancing team communication (Doctoral dissertation, Walden University).
Manhart, M & Thalmann, S 2015, Protecting organizational knowledge: a structured literature review. Journal of Knowledge Management, 19(2), 190-211.
Miller, D 2017, TOWARDS A CONTINGENCY THEORY OF STRATEGY FORMULATION. In Academy of Management Proceedings. Academy of Management Briarcliff Manor, NY 10510.
Richards, D & Marrone, M 2014, Identifying the education needs of the business analyst: an Australian study. Australasian Journal of Information Systems, 18(2).
Rosemann, M & vom Brocke, J 2015, The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer Berlin Heidelberg.
Vom Brocke, J, Schmiedel, T, Recker, J, Trkman, P, Mertens, W, & Viaene, S 2014, Ten principles of good business process management. Business process management journal, 20(4), 530-548
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