Currently Browsing : David Reinhardt

BSG (UK) reflections on the IRM Business Analysis Conference Europe 2013 0

Posted on 9, October 2013

in Category bsg insight

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Authored by Olumide Mosuro and David Reinhardt BSG (UK) Business Analysts recently attended the Business Analysis Conference Europe 2013. Shortly after the conference, the BSG delegates collectively identified a number of trends which cropped up across the conference topics. BAs and leadership There were a number of talks focused on the BAs role in organisational leadership and / or how leadership skills can improve the capability of BAs to influence change. Naturally, these positions go hand-in-hand because they, in effect, a virtuous cycle. Although – BAs and project practitioners – we’ve instinctively known this for some time, we take the [&hellip

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Did BAs become irrelevant when business learned to code? 1

Posted on 19, September 2013

in Category bsg insight

New world order

David Reinhardt, BSG Principal Consultant, presented a talk titled “Did BA’s become irrelevant when business learned to code?” at a recent industry conference. The talk examines the progression of the relationship between Strategy, Business, IT and the Customer. We love to talk about this. Please make contact if you would like to discuss any of the ideas in this presentation.   In the run-up to the conference, David also authored a blog post talking about the role of trust and the transition from a specification/control world to a process/trust world. Read it here

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Help your stakeholders to get better ‘aha!’ moments – interview with David Reinhardt 0

Posted on 15, January 2013

in Category practitioner experience

The BA Coach

BSG’er David Reinhardt was interviewed for The BA Coach’s popular BA podcast series.   In this episode, you will get to hear from a top-notch BA in UK, creating ‘Aha’ moments for his clients in every engagement. His passion for doing work that can goes beyond just being a ‘project’ can serve as a great example for us to learn from.He shares many insights and tips that can help practitioners understand that our profession is a social profession and that collaboration is at the heart of a project well done

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Learn to speak analyst 0

Posted on 27, September 2012

in Category practitioner experience

learn to speak analyst

All too often people take on the “Business Analyst” role to provide some specialist input to a project. It’s a great starting point, but the move to Business Analyst involves a greater mindset shift than just moving desks  – it’s about creating something meaningful, achieving a purpose.  To lead the business through purposeful change, it is essential to be able to communicate with different stakeholder groups using the right tools and techniques. BAs need to learn to “speak analyst”.  Key takeaways: Three orders of business analysis: bridging the gap, introducing innovation and facilitating change Understand the notion of “Analyst” as [&hellip

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Taking a ‘start with why’ approach to design – David Reinhardt 0

Posted on 16, July 2012

in Category practitioner experience

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The days of the humble report are surely numbered. Infographics, self-service reporting, BI dashboards and real-time analytics have usurped the humble report. Instead of knowing how many widgets we produced last month, now we want to know what the likely impact is going to be of next month’s unforeseen event on our ability to reach the financial measures of our balanced scorecard for the current financial year. When I first began business analysis work, we’d focus intently on process and data requirements. After rounds of analysis and reviews, we’d have a detailed sense of what it is the system needs [&hellip

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Blinded by the plan, ignoring the benefits – David Reinhardt 0

Posted on 22, June 2012

in Category practitioner experience

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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

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