Blog · Aliso Digital
Practical thinking on digital transformation, process, documentation and the people side of change.
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There’s a version of business analysis that’s mostly solitary. You read the old documents, you sit through a few meetings, you write up what you heard, then you send it around for comment. It produces requirements that look fine on the page. It also produces the requirement everyone signs off,
Here’s a typical hybrid day.Leave home early.Train or traffic.Find a desk.Then spend 6 hours on video calls with people who aren’t in the building. It’s hard to see what the commute bought.So let’s put numbers on it. 🚆 The commute is the cost Australian research puts a number on it.People
You’ve got a system going in. The budget’s approved. Now you need someone to help land it. You search for a consultant, then book a few calls. Every one of them says they’re experienced, collaborative, plus great with stakeholders. How do you tell them apart? The usual questions don’t help
Here’s a typical hybrid day.Leave home early.Train or traffic.Find a desk.Then spend 6 hours on video calls with people who aren’t in the building. It’s hard to see what the commute bought.So let’s put numbers on it. 🚆 The commute is the cost Australian research puts a number on it.People
Ask most people what a technical writer does and they’ll say writing. Fair enough, it’s in the title. Spend a few years doing it though, and you notice the writing is rarely what makes documentation succeed or fail. Well written procedures nobody can find are useless. Plainly written procedures organised
You’ve got a system going in. The budget is approved. Now someone asks who you need to hire. A business analyst, a process analyst, a technical writer? The job ads blur together. Plenty of people use the titles interchangeably. Hire the wrong one, you’ll still get a document. It just
Most system rollouts have 2 sets of documents that never quite meet. On one side sits the process work. A BPMN 2.0 process map, current state, future state, pools and lanes showing who does what. On the other side sits the design work. Wireframes, screen flows, a prototype somebody built
The vendor has a go live date. The steering group has a budget. Then someone asks a simple question. “How does this process actually work today?” Four teams give four different answers. Nobody’s wrong. Nobody has ever written the work down end to end, so the vendor is designing against
Rollout day arrives. The new system goes live, the training is done, the project team is on standby. Then someone in the contact centre asks a simple question about a refund, opens 3 different folders, finds 2 versions of the same document, gives up, then asks the person next to
