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Comparative Analysis of Business Analysis and Business Process Management Capabilities

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Comparative Analysis of Business Analysis and Business Process Management Capabilities
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, USA, kevin.brennan@theiiba.org

Abstract
Many initiatives to improve Business processes are emerging. The essential roles and contributions of
Business Analyst (BA) and Business Process Management (BPM) professionals to such initiatives have been recognized in literature and practice. The roles and responsibilities of a BA or BPM practitioner typically require different skill-sets; however these differences are often vague. This vagueness creates much confusion in practice and academia. While both the BA and BPM communities have made attempts to describe their domains through capability defining empirical research and developments of Bodies of knowledge, there has not yet been any attempt to identify the commonality of skills required and points of uniqueness between the two professions. This study aims to address this gap and presents the findings of a detailed content mapping exercise (using NVivo as a qualitative data analysis tool) of the International Institution of Business Analysis (IIBA®) Guide to the Business Analysis Body of Knowledge (BABOK® Guide) against core BPM competency and capability frameworks.
Keywords: Business analysis, Business process management, capability, competency, Body of
Knowledge.



References: ABPMP (Ed.). (2009). Guide to the Business Process Management Common Body of Knowledge (BPM COK) (2 ed.). Alibabaei, A., Bandara, W., & Aghdasi, M. (2009, 25 -27 September). Means of achieving Business Process Management sucess factor American Society of Quality (ASQ) (Producer). (2009, March 12th 2010) Six Sigma Black Belt Certification retrieved from http://www.asq.org/certification/six-sigma/index.html Antonucci, Y. L., & Goeke, R. J. (2010). Identification of appropriate responsibilities and positions for Business Process Management success: Seeking a valid and reliable framework Bandara, W., Chand, D., Chircu, A., Hintringer, S., Karagiannis, D., Rensburg, A. v., et al. (2009). Business Process Management Education in Academia: Status, Challenges and Recommendations. Bandara, W., Harmon, P., & Rosemann, M. (2010). Professionalizing Business Process Management: Towards a Common Body of Knowledge for BPM. Bandara, W., Rosemann, M., & Harmon, P. (2010). Professionalizing Business Process Management: Towards a Common Body of Knowledge for BPM deBruin, T., & Rosemann, M. (2004). Application of a Holistic Model for Determining BPM Maturity. Paper presented at the Proceedings of the 3rd Pre-ICIS Workshop on Process Management and Information Evans, N. (2004). The Need for an Analysis Body of Knowledge (ABOK) - Will the Real Analyst Please Stand Up? Issues in Informing Science & Information Technology (1), 313-330. Gartner. (2010). IT Spending 2010: CIO Agenda 2010. 21. Gentle, M. (2007). IT Success: Towards a new model for information technology . Chichester: John Wiley & Sons Ltd. (2010). Harmon, P. (Ed.). (2007). Business Process Change. A Guide for Business Managers and BPM and Six Sigma Professionals (2 ed.) Harmon, P., & Wolf, C. (2010). The State of Business Process Management 2010. Hass, K. B. (2008). What Are Business Analysts and Why Are They Needed? Professionalizing Business Analysis: Breaking the Cycle of Challenged Projects ManagementConcepts. Hass, K. B., Horst, R. V., & Ziemski, K. (2008). The business Analyst 's Leadership Role From Analyst to Leader: Elevating the Role of the Business Analyst (pp IIBA. (2009). Guide to the Business Analysis Body of Knowledge (BABOK Guide). Toronto. International Institute of Business Analysis (Producer). (2009) Guide to the Business Analysis Body of Knowledge LeonardoConsulting. (2010). ProcessDays 2010. Sydney. Marjanovic, O., & Bandara, W. (2010). The Current State of BPM Education in Australia: Teaching and Research Challenges Neuendorf, K. A. (Ed.). (2002). The content analysis guidebook: Thousand Oaks, CA: Sage. Object Management Group - OMG. (2009). OMG Certified Expert in BPM™ Overview. Rosemann, M. (2008). The Service Portfolio of a BPM Center of Excellence. BPTrends. Rosemann, M., deBruin, T., & Power, B. (2006). A model to measure business process management maturity and improve performance Sorensen, A. (2008). Media Review: NVivo 7. Journal of Mixed Methods Research, 2, 106-110. Zachman, J. A. (1987). A Framework for Information Systems Architecture. IBM Systems Journal, 26(3).

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