Writing a Business Case That Gets Read and Approved
Writing a business case is one of the highest-stakes deliverables a BA produces, yet most of the document goes unread. This article shows you how to structure your case so that the people who approve funding actually engage with it, act on it, and say yes.
Eliciting Business Requirements: 2 Methods That Work
When you are eliciting business requirements, the order in which you approach the work matters enormously. Start with what is already written down, then go to your stakeholders with something to validate rather than a blank page. These two methods, done in sequence, give you coverage that neither approach achieves alone.
Problem Statement Examples in Business Analysis
Writing a business problem statement is one of the most consequential things I do at the start of any project. Get it wrong and everything that follows is built on sand. This article gives you real problem statement examples in business, a practical categorisation framework, and a worked example drawn from genuine BA practice so you can produce something useful today.
Business Driver Examples for ICT Projects
If you are starting an ICT project and cannot yet articulate why the organisation is investing in it, you need to nail down your business drivers before anything else moves. This article walks through the most common business driver examples, how to surface them through executive engagement, and what happens when you get the stakeholder buy-in wrong. Use it to complete that first critical step of your analysis.
How to Set Up a Business Analysis Project
Setting up a business analysis project correctly means establishing what you are actually trying to produce before you touch a single requirements template. Get that wrong and everything that follows is misdirected effort. This article walks through the practical steps I use to frame, scope, and orient a new BA engagement from the very first conversation.
How to Advance Your Business Analyst Career
Advancing your business analyst career takes more than logging years on projects. It requires deliberate skill-building, honest self-assessment, and the habit of creating demonstrable value. This article covers what actually moves the needle, drawn from 25 years of BA practice across government, health, utilities, and enterprise environments.