In response to the recent LIBOR fixing scandal, we prepared an internal knowledge sharing brief. 2012 07 LIBOR in 5 mins version 1 from BSG (UK)

I fear the wrath of project managers everywhere when I write that delivery against planned timelines is unimportant. The success of a project does not depend on whether the changes were implemented by some, often random, predetermined date. The success of a project depends solely on whether the benefits promised (and paid for) were delivered. It amazes me how often this perspective gets overlooked, never at the outset of the project of course. In the heady early days, it’s all about benefits models and the associated business case. It’s usually once the project gets underway that the focus slowly shifts [&hellip

BSG Business Analysts reflect on the results of the IIBA’s industry survey. Recently the UK International Institute of Business Analysts (IIBA) published the results of an industry-wide Business Analysis survey (http://bit.ly/iibasurvey2011). BSG BAs, many of whom completed the surveyquestionnaire, reviewed the results and discussed some observations. 2012 03 02 bsg (uk) reflections on iiba ba survey version 1 from BSG (UK)

As human beings, each of our time on this planet is finite. We know that time is precious, and we want to spend it doing things that make us happy. For many of us, one aspect of happiness is the ability to make a positive difference, to help put other people into a better position than what they were before we came around – in short, to create happiness. A lot of individuals make it their life mission to do such tasks, and they truly do impact people in so many wonderfully different ways. How do BAs make meaningful differences? But [&hellip

To technology or not to technology Over the past few years I have come to realise that business stakeholders are growing in their understanding of technology. Does this understanding carry an advantage, a risk, or aspects of both within the project world? In my early years as an analyst, I remember working on a particular project and jotting down business requirements that were delivered from a strategic perspective. It was blatantly clear that these requirements were carefully derived to support an organisation’s strategic mission. I discussed these with the technical stakeholder before committing to the business what could or could [&hellip