Enterprise Analysis and Modeling

This article discusses the role of business analysts as change agents, project leaders, credible and trusted leaders, and visionaries in organizations. It also highlights the importance of their credibility, trustworthiness, and leadership skills. The article cites references from Fullan, Nixon, Harrington, Parker, Orsagh, Zoet, and Versendaal.

Running head: ENTERPRISE ANALYSIS AND MODELING
Enterprise Analysis and Modeling
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1ENTERPRISE ANALYSIS AND MODELING
Change Agents
Business Analysts are also referred
as Change Agents. Majority of the
individuals find this role very distressing
and even, bewildering. Most of the
business analysts are from finance or
Information Technology backgrounds,
with no formal or little training in human
resource, organizational development or
psychology. Eventually, they view the
related topics like change management as
incredibly blurry or fuzzy ones. In addition
to this, the topics of change management
usually involve higher uncertainty level,
which might go against the methodical
thinking pattern. This usually prefers
structure, predictability and order.
According to Fullan (2012), the business
analyst is implicitly or explicitly
responsible for the adoption of the
changed processes, technologies and
products within the organization, in a
successful manner.
Project Leader
The business analyst serves as one
of the major project leaders as he/she
works on the gaps or areas that have been
overlooked in the innovation or
transformation projects. A business analyst
directs more attention to several parts of
the business like integrating strategic
planning with the planning for technology
directions and information systems. The
business analysts also play a major role in
planning and monitoring the projects,
identifying stakeholder, estimating and
defining activities, monitoring the work
and other factors (Nixon, Harrington and
Parker 2012).

2ENTERPRISE ANALYSIS AND MODELING
Visionary
The business analysts of the
organization are also regarded as the
visionary of the business. The analysts are
focused on helping the stakeholders of the
organization in order to improve their
operations as well as processes. They
should be able to understand their current
positions, identify the requirements and
also engage others in order to help deliver
the innovative solutions to clients or
customers. Business analysts act as the
visionary of the organizations and by
finding better ways they make their own
practices better in order to increase the
organizational value. Furthermore, the
business analysts experiment with the
existing ideas and present new ones, which
in turn benefits the business (Zoet and
Versendaal 2013).
Credible Leader
The business analysts also act as a
credible leader of the organization. He/she
needs to develop or sustain the credibility
of the business at higher level.
Organizations or companies seek for
credible business analysts. They are the
ones, with whom the organizational
managers can associate. Moreover,
business analysts are trustworthy, sincere,
creative and reliable. He/she can always
develop his/her credibility by gaining
knowledge and proficiency in these
leadership skills. The business analysts
also assist the organizational managers by
facilitating the teams in an effective and
efficient manner (Orsagh 2012).

3ENTERPRISE ANALYSIS AND MODELING
Trusted Leader
The business analysts are being
trusted by the organizations. They strive to
be the reliable source of information. The
credibility of the business analysts
comprises both expertise and
trustworthiness. In addition to this, the
employees often judge credibility on
certain factors like physical appearances,
enthusiasm and others. In the end, ethics,
integrity and professional presence are
considered to be the major factors of
credibility. Therefore, credibility has
always been on the top of management
agenda. Being a trusted leader, the
business analysts are required to believe in
others’ capability and motivate them to
perform better every day (Nixon,
Harrington and Parker 2012).

4ENTERPRISE ANALYSIS AND MODELING
References
Fullan, M., 2012. Change forces: Probing the depths of educational reform. Routledge.
Nixon, P., Harrington, M. and Parker, D., 2012. Leadership performance is significant to
project success or failure: a critical analysis. International Journal of productivity and
performance management, 61(2), pp.204-216.
Orsagh, M., 2012. Visionary Board Leadership: Stewardship for the Long Term.
Zoet, M. and Versendaal, J., 2013. Business Rules Management Solutions Problem Space:
Situational Factors. In PACIS (p. 247).