A COMPARATIVE ANALYSIS OF BUSINESS ANALYSIS
(BA) AND BUSINESS PROCESS MANAGEMENT (BPM)
CAPABILITIES
Paul Mathiesen, Faculty of Science and Technology, Queensland University of Technology,
Brisbane, Australia, p.mathiesen@connect.qut.edu.au
Wasana Bandara, Faculty of Science and Technology, Queensland University of Technology,
Brisbane, Australia, w.bandara@qut.edu.au
Houra Delavari, Faculty of Science and Technology, Queensland University of Technology,
Brisbane, Australia, h.delavari@qut.edu.au
Paul Harmon, Business Process Trends, 1819 Polk Street #334, S an Francisco, CA 94109,
USA, pharmon@sbcglobal.net
Kevin Brennan, International Institute of Business Analysis, 3605 Sandy Plains Road, Suite
240-193, Marietta, GA 30066,
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To make matters even more confusing, there are those within the Business Analyst community who have begun to distinguish between business analysts who focus on defining software requirements and those business analysts who are focused on improving business processes. SAP, for example, has set up a website1 for Business Process eXperts (BPXs), a group of analysts with more extensive business process capabilities.
This vagueness between BA and BPM roles creates confusion in practice and academia, which impacts on role designs, skills assessment, human resource development, recruitment and professional development. The impact of such was made clear at a Leonardo Process Days 2010 conference panel where BA and BPM role differentiation was reviewed. An outcome of this discussion was a consensus that i) Practitioners struggle to recognise and articulate the skills required (BA, BPM or both?) for various organisational initiatives and how to locate appropriate talent to fill these roles ii)
Academics fail to position BA and BPM as separate professions and often bundle them as the same in their course descriptions and marketing iii) Students and prospective candidates for employment vacancies therefore remain confused about the specific skill sets required of a BPM professional a nd/ or a Business Analyst.
Both the BA and BPM professions have made attempts
Practice: review, plan and monitor, eg respect for the value base of care, professional interactions with
The ordering process begins with the decision of the customer to submit their order simply by either calling, faxing or mailing their order information. When a customer calls in their order, the customer service representatives takes down pertinent customer information, which includes the customer's name, billing and shipping address, product number and description, quantity and shipping instructions. While taking down the order, the customer service representative access the company's order entry system where inventory checks are conducted as well as credit checks are processed. In addition, delivery options are advised to the customer. Here the customer decides
policies and procedures. Staff to have the relevant training to be able to fill their role
This is where multi-agency and integrated working comes in. By working together with different sectors,
There are a number of barriers to professional development within my role and a number of things which you need to think about when booking/planning training for your staff. I have outlined the potential barriers which I am likely to face within my role:
* Supply and demand; Organisation will have to look at supply of the talent. If the supply is low and demand high use of internal resources will be necessary by forward planning, supply of specialist training
* Provide operational information to ensure that everyone can do their job as well as possible and to assist in the general running of the organisation
Ability to reflect on own practice and development needs and maintain a plan for personal development
* Advise, coach and mentor employees on our development infrastructure and promote the advantages of development plans for all staff
a) To provide a view or inventory of the organisations people, their skills and their potential.
Even so, the second facet of EBPP ensures that the clinician plays an active role. As the APA Taskforce states, there is a large difference between an expert in a field and a novice (book1). An analogy can be drawn to chess. A novice chess player feels overwhelmed by the number of options presented to him. He may be a very slow player, trying to analyze every detail of the board, yet he still does not make good moves. An expert chess player can, on the other hand, look at a chess board and immediately understand what is happening, identifying threats to his pieces, and offensive opportunities. Still, even the best chess player can make a mistake. In a way, he is quite similar to a psychologist, who must analyze complex patterns
Organisations: There’s a shift in strategy from ‘I need to hire a person’ to ‘I need to complete a task.’
Resources plays in the implementation of that strategy. Particular attention is paid to the hiring
To design effective talent management strategies; including recruitment and selection, motivation and retention, performance management, etc.
◆ providing leadership and advice in the technical, commercial and administrative functions and in the general management of the organization and its resources; and