In my work, I have been confronted a lot with the crucial question of how to establish an effective connection between business and IT. In the pre-Agile era, this responsibility typically fell on the Business Analyst, who would hand over business requirements (needs) to the Functional Analyst for conversion into a functional design (solution). However, even then, discussions revolved around: Should a business analyst be part of the business or IT team ? Where are the boundaries of a Business Analyst versus a Functional Analyst, considering cost and technical restrictions that may challenge certain business needs. Who takes care of small enhancements for which there is no need of a detailed and complex analysis and process? Who makes the bridge with the end-users and all non-IT activities (like marketing roll-out, process adaptations…)? To fulfill these requirements, organizations often introduced additional roles such as Process Analysts...
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