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Alastair Majury Dunblane and Bridge of Allan .pdf



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Do Business Analysts Make
Good Management
Consultants?

How can business analysts and management consultants differ?
Even though there's absolutely no perfect definition of a gap between the two functions, it's necessary
for us to comprehend that jobs and roles do not necessarily operate by definitions. Both, business
analysts and management consultants work towards solving a business issue for your customer with a
particular goal in mind.
Personally I really don't think there's a very clear differentiation between the two functions. As a
consultant I have previously completed requirement planning, documentation and gathering (some of

those core purposes of business analysts) but also have worked on project management, change
direction, stake holder meetings past requirements collecting, building resources, performing GAP
evaluation etc.. In essence, I would be placed anywhere between a business analyst or a job manager
icon

Do business analysts create very good management consultants?
From the rigorous context of a function definition, a BA deals more frequently with IT in 1 way or
another. Advisors on the other hands, I believe could maintain a non IT related field of consulting also.
This however disputable could possibly be regarded an area of difference between the two functions.
Before we leap to fire the rifle, I want to be aware that this isn't necessarily the situation. I am aware
that my consulting expertise entails solving customer issues with the usage of technologies and IT. In
accordance with CBAP handbook, expertise in these areas wouldn't be considered for CBAP encounter
standards.

- Creating Project Plans and Identifying project risks, Weekly project status reporting, leading style
workshops, creating job charter or system design, testing implementation etc..

As for me, I believe that stinks. I believe learning past the function is an wonderful tool for career
achievement. However, I guess CBAP excludes these work experience for a motive justified by their
conclusion. 1 big reason might be to distinguish the CBAP certificate from PMP certificate or some
additional certificates.
Fortunately, business and companies are constantly looking out for men and women who are able to
extend beyond their function. Most of us know in existence the functions of business analysts or
consultants are not prohibitive. At least I have not seen a company that could say NO if a BA Wants to
take more job management obligation

Thus conduct business analysts create very good management advisers then?
I my view, BA's make excellent consultants. In some specific locations, BA's may want to expand beyond
their function to encourage regions not covered under the range of business analysts like business
processes or job management, change management etc.. However, I feel that's the trick to get a
fantastic adviser. Therefore, in the event that you seek to be an outstanding adviser, starting off as a BA
might be your first step to achievement.

So while in the pristine circumstance standpoint BA's and Consultants might disagree, I believe in reality
we're the exact same in a great deal of places sharing our duties. While management advisers could vary
from strategy, procedure, operations or other practical regions of consulting, business analysts might be
restricting their subject of ability should they would like to strictly proceed each of the manual
guidelines.

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