Whether those decisions are related to projects

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capabilities, strategy, or anything else. Any decision where there is complexity is one where a Business Analyst could provide value to the organization (Wilko, 2014).
3To remain competitive and profitable, organizations are rapidly realizing that they have tofind new ways of delivering value to their customers at the speed of lightning. This has meant a corresponding change in the role of the BA from waterfall or traditional to Agile. The key difference between these two is that the former works in a linear way which can be rigid while the latter is more lightweight and quickly adapts to change.There are a couple barriers off hand that I can see can hinder the analyst role. One is Inadequate Tools. Lacking a few key tools makes all the difference for a successful business analyst. Sadly, some project managers fail to realize this point. As a result, they waste time and create hard-to-use deliverables. Some tools help to make the work of a BA much easier, especially as itpertain to managing requirements. The lack of some of these tools can make the work of a BA much moretime-consuming, and can hamper efforts with other team members like quality assurance staff. Misunderstanding the Business Analyst’s Value is another huge barrier that can add complications. When the lines are blurred or crossed, it can create problems as it relates to division of labor, conflict of interest, etc. Of course, there are situations when it's necessary for a BA to wear many hats, due to varying constraints; e.g. on small teams/entities with limited resources.I have seen some project managers treat business analysts as note takers or administrators.

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