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The business analyst and business architect roles are growing in enterprises around the globe. Each provides bountiful opportunities to build strong, active, analytical doers who can shape the present and future course of an organization. However, the roles often struggle for traction. Business analysts all too often are cast as the project manager's sidekick, responsible for wading through details to meet project-focused schedule and scope objectives that may fall short of an organization's vision. And business architects frequently find themselves operating in a mid-level limbo, modeling the business and its direction but unable to effectively influence their organization.
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