{"product_id":"business-analysis-best-practices-for-success","title":"Business Analysis: Best Practices for Success","description":"\u003cdiv class=\"a-fixed-left-grid\" data-mce-fragment=\"1\"\u003e\n\u003cdiv class=\"a-fixed-left-grid-inner\" data-mce-fragment=\"1\"\u003e\n\u003cdiv id=\"ppdFixedGridRightColumn\" class=\"a-fixed-left-grid-col a-col-right\" data-mce-fragment=\"1\"\u003e\n\u003cdiv id=\"bookDescription_feature_div\" class=\"celwidget\" data-feature-name=\"bookDescription\" data-csa-c-id=\"nfw2zl-6ccvkj-5gdra7-j567wk\" data-cel-widget=\"bookDescription_feature_div\" data-mce-fragment=\"1\"\u003e\n\u003cdiv data-a-expander-name=\"book_description_expander\" data-a-expander-collapsed-height=\"140\" class=\"a-expander-collapsed-height a-row a-expander-container a-spacing-base a-expander-partial-collapse-container\" data-mce-fragment=\"1\"\u003e\n\u003cdiv aria-expanded=\"false\" class=\"a-expander-content a-expander-partial-collapse-content\" data-mce-fragment=\"1\"\u003e\n\u003cdiv class=\"a-fixed-left-grid\"\u003e\n\u003cdiv class=\"a-fixed-left-grid-inner\"\u003e\n\u003cdiv class=\"a-fixed-left-grid-col a-col-right\" id=\"ppdFixedGridRightColumn\"\u003e\n\u003cdiv data-cel-widget=\"bookDescription_feature_div\" data-csa-c-id=\"4vgtxq-78pdsn-kxp11d-u92c92\" data-csa-c-is-in-initial-active-row=\"false\" data-csa-c-asin=\"1628251840\" data-csa-c-slot-id=\"bookDescription_feature_div\" data-csa-c-content-id=\"bookDescription\" data-csa-c-type=\"widget\" data-feature-name=\"bookDescription\" class=\"celwidget\" id=\"bookDescription_feature_div\"\u003e\n\u003cdiv class=\"a-expander-collapsed-height a-row a-expander-container a-spacing-base a-expander-partial-collapse-container\" data-a-expander-collapsed-height=\"140\" data-a-expander-name=\"book_description_expander\"\u003e\n\u003cdiv class=\"a-expander-content a-expander-partial-collapse-content\" aria-expanded=\"false\"\u003e\n\u003cdiv id=\"bookDescriptionBox\" itemprop=\"reviewBody\"\u003e\n\u003csection class=\"page-section product-long-description\" id=\"description-section\"\u003e\n\u003cdiv class=\"description\"\u003e\n\u003cb\u003eThe definitive guide on the roles and responsibilities of the business analyst\u003c\/b\u003e\u003cspan\u003e\u003c\/span\u003e\n\u003cp\u003e\u003ci\u003eBusiness Analysis\u003c\/i\u003e\u003cspan\u003e \u003c\/span\u003eoffers a complete description of the process of business analysis in solving business problems. Filled with tips, tricks, techniques, and guerilla tactics to help execute the process in the face of sometimes overwhelming political or social obstacles, this guide is also filled with real world stories from the author's more than thirty years of experience working as a business analyst.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003eProvides techniques and tips to execute the at-times tricky job of business analyst\u003c\/li\u003e\n\u003cli\u003eWritten by an industry expert with over thirty years of experience\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003eStraightforward and insightful,\u003cspan\u003e \u003c\/span\u003e\u003ci\u003eBusiness Analysis\u003c\/i\u003e\u003cspan\u003e \u003c\/span\u003eis a valuable contribution to your ability to be successful in this role in today's business environment.\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003csection class=\"page-section section-author-wr\" id=\"author-section\"\u003e\n\u003cdiv class=\"page-section-content section-author\"\u003e\n\u003ch2 class=\"section-title collapsed\" data-target=\"#author-section-item\" data-toggle=\"collapse\"\u003eABOUT THE AUTHOR\u003c\/h2\u003e\n\u003cdiv class=\"collapse\" id=\"author-section-item\"\u003e\n\u003cp\u003e\u003cb\u003eSTEVEN P. BLAIS\u003c\/b\u003e\u003cspan\u003e \u003c\/span\u003eis a solution architect and a consultant, coach, trainer, and course author in business analysis, software development, and project management. He contributes articles on a regular basis to allPM.com, a project management webzine published by the International Institute for Learning (IIL). He is a frequent content provider to numerous BA blogging sites, including EssenceoftheBA.com, and chairs a committee for the Business Analysis Body of Knowledge R3 with the International Institute of Business Analysis (IIBA), the predominant organization for the growing discipline of business analysis, with currently over 15,000 members in ninety chapters worldwide.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"section-permissions\" id=\"permission-section\"\u003e\n\u003ch2 class=\"section-title collapsed\" data-target=\"#permission-section-item\" data-toggle=\"collapse\"\u003e \u003c\/h2\u003e\n\u003c\/div\u003e\n\u003c\/section\u003e\n\u003csection class=\"page-section\" id=\"content-section\"\u003e\n\u003cdiv class=\"page-section-content\"\u003e\n\u003ch2 class=\"section-title collapsed\" data-target=\"#content-section-item\" data-toggle=\"collapse\"\u003eTABLE OF CONTENTS\u003c\/h2\u003e\n\u003cdiv class=\"collapse\" id=\"content-section-item\"\u003e\n\u003cp\u003ePreface xv\u003c\/p\u003e\n\u003cp\u003eAcknowledgments xxv\u003c\/p\u003e\n\u003cp\u003eInternational Institute for Learning, Inc. (IIL) xxvii\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003ePART I THE PROBLEM SOLVER 1\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 1 What Is a Business Analyst? 3\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eThe Business Analyst in Context 3\u003c\/p\u003e\n\u003cp\u003eWhat Is It All About? 4\u003c\/p\u003e\n\u003cp\u003eThe Role of the Business Analyst 5\u003c\/p\u003e\n\u003cp\u003eThe Business Analyst in the Center 6\u003c\/p\u003e\n\u003cp\u003eBusiness Analyst Focus 8\u003c\/p\u003e\n\u003cp\u003eThe Ideal Business Analyst 9\u003c\/p\u003e\n\u003cp\u003eLast-Liners 11\u003c\/p\u003e\n\u003cp\u003eNotes 11\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 2 The Evolution of the Business Analyst 13\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eThe Business Analyst Hall of Fame 13\u003c\/p\u003e\n\u003cp\u003eWhere It Began 15\u003c\/p\u003e\n\u003cp\u003eInformation Systems 17\u003c\/p\u003e\n\u003cp\u003eThe Rise of the Business Analyst 18\u003c\/p\u003e\n\u003cp\u003eThe Business Analyst Position 20\u003c\/p\u003e\n\u003cp\u003eThe Business Analyst Profession 21\u003c\/p\u003e\n\u003cp\u003eThe Question of Certification 24\u003c\/p\u003e\n\u003cp\u003eThe Challenge of Business Analyst Certification 25\u003c\/p\u003e\n\u003cp\u003eThe Value of Certification 26\u003c\/p\u003e\n\u003cp\u003eNotes 27\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 3 A Sense of Where You Are 29\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eBusiness Analysts Coming from IT 30\u003c\/p\u003e\n\u003cp\u003eBusiness Analysts Coming from the Business Community 31\u003c\/p\u003e\n\u003cp\u003eLiving with the Business 33\u003c\/p\u003e\n\u003cp\u003eThe Lone Ranger 35\u003c\/p\u003e\n\u003cp\u003eWorking Both Sides of the Street 36\u003c\/p\u003e\n\u003cp\u003eCentral Business Analyst Organization 37\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 4 What Makes a Good Business Analyst? 39\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eThe Skillful Business Analyst 40\u003c\/p\u003e\n\u003cp\u003eIs a Business Analyst Born or Made? 41\u003c\/p\u003e\n\u003cp\u003eSo What Does It Take to Be a Business Analyst? 42\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 5 Roles of the Business Analyst 45\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eIntermediary 49\u003c\/p\u003e\n\u003cp\u003eFilter 59\u003c\/p\u003e\n\u003cp\u003eMediator 63\u003c\/p\u003e\n\u003cp\u003eDiplomat 65\u003c\/p\u003e\n\u003cp\u003ePolitician 68\u003c\/p\u003e\n\u003cp\u003eInvestigator 69\u003c\/p\u003e\n\u003cp\u003eAnalyst 70\u003c\/p\u003e\n\u003cp\u003eChange Agent 72\u003c\/p\u003e\n\u003cp\u003eQuality Control Specialist 73\u003c\/p\u003e\n\u003cp\u003eFacilitator 74\u003c\/p\u003e\n\u003cp\u003eProcess Improver 79\u003c\/p\u003e\n\u003cp\u003eIncrease the Value of Organizational Business Processes 79\u003c\/p\u003e\n\u003cp\u003eBuild It and They Will Come 80\u003c\/p\u003e\n\u003cp\u003eReducing Complexity 82\u003c\/p\u003e\n\u003cp\u003ePlaying Multiple Roles 83\u003c\/p\u003e\n\u003cp\u003eNotes 84\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003ePART II THE PLAYERS 85\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 6 The Business Analyst and the Solution Team 89\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eBusiness Analyst and Project Manager 89\u003c\/p\u003e\n\u003cp\u003eBusiness Analyst and Systems Analyst 94\u003c\/p\u003e\n\u003cp\u003eTrying to Do All Jobs 98\u003c\/p\u003e\n\u003cp\u003eBusiness Analyst and the Rest of the Solution Team 100\u003c\/p\u003e\n\u003cp\u003eBottom Line 107\u003c\/p\u003e\n\u003cp\u003eNotes 108\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 7 The Business Analyst and the Business Community 109\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eConstituents and Constituencies 110\u003c\/p\u003e\n\u003cp\u003eBusiness Analysts and Upper-Level Management 110\u003c\/p\u003e\n\u003cp\u003eProduct Stakeholders 113\u003c\/p\u003e\n\u003cp\u003eSubject Matter Experts 119\u003c\/p\u003e\n\u003cp\u003eProcess Workers 122\u003c\/p\u003e\n\u003cp\u003eManaging Expectations 126\u003c\/p\u003e\n\u003cp\u003eNotes 130\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003ePART III THE PROBLEM 131\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 8 Define the Problem 135\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eFirst Things First 135\u003c\/p\u003e\n\u003cp\u003eChallenge 1: Finding the Problem 138\u003c\/p\u003e\n\u003cp\u003eChallenge 2: The Unstated Problem 139\u003c\/p\u003e\n\u003cp\u003eChallenge 3: The Misunderstood Problem 140\u003c\/p\u003e\n\u003cp\u003eDefine the Real Problem 141\u003c\/p\u003e\n\u003cp\u003eThe Problem Determination Game 145\u003c\/p\u003e\n\u003cp\u003eDocumenting the Problem 154\u003c\/p\u003e\n\u003cp\u003eProduct Vision 155\u003c\/p\u003e\n\u003cp\u003eDefine the Vision 157\u003c\/p\u003e\n\u003cp\u003eCheckpoint Alpha 159\u003c\/p\u003e\n\u003cp\u003eFocus on the Problem and Vision 161\u003c\/p\u003e\n\u003cp\u003eNote 162\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 9 Define the Product Scope 163\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eProject and Product Scopes 163\u003c\/p\u003e\n\u003cp\u003eProduct Scope 164\u003c\/p\u003e\n\u003cp\u003eProduct Scope Formula 165\u003c\/p\u003e\n\u003cp\u003eStrategic Justification 165\u003c\/p\u003e\n\u003cp\u003eBusiness and Product Constraints 167\u003c\/p\u003e\n\u003cp\u003eBusiness and Product Risks 168\u003c\/p\u003e\n\u003cp\u003eFunctional Goals 169\u003c\/p\u003e\n\u003cp\u003ePolitical Success Factors 171\u003c\/p\u003e\n\u003cp\u003eProduct Scope Formula 172\u003c\/p\u003e\n\u003cp\u003eMeasuring 173\u003c\/p\u003e\n\u003cp\u003eTake the Technical Pulse 174\u003c\/p\u003e\n\u003cp\u003eApplying the Product Scope 175\u003c\/p\u003e\n\u003cp\u003eNotes 177\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 10 Confirm Alignment and Financial Justification 179\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eThe Business Case 179\u003c\/p\u003e\n\u003cp\u003eThe Value of IT 180\u003c\/p\u003e\n\u003cp\u003eConsidering Alignment 181\u003c\/p\u003e\n\u003cp\u003eOrganization Mission 182\u003c\/p\u003e\n\u003cp\u003eOrganization Goals 184\u003c\/p\u003e\n\u003cp\u003eOrganization Strategies 184\u003c\/p\u003e\n\u003cp\u003eDepartment-Level Mission, Goals, and Strategies 185\u003c\/p\u003e\n\u003cp\u003eAt the Tactical Level 187\u003c\/p\u003e\n\u003cp\u003eDetermining the Value of the IT Project 188\u003c\/p\u003e\n\u003cp\u003eProvide Financial Justification for Solving the Problem 190\u003c\/p\u003e\n\u003cp\u003eProof of Solution: Feasibility Study 194\u003c\/p\u003e\n\u003cp\u003eThe Metrics Game 194\u003c\/p\u003e\n\u003cp\u003eIn the End . . . 195\u003c\/p\u003e\n\u003cp\u003eNotes 196\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003ePART IV THE PROCESS 197\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 11 Gather the Information 199\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eWhy We Cannot Define Good Requirements 200\u003c\/p\u003e\n\u003cp\u003eStop Gathering Requirements 201\u003c\/p\u003e\n\u003cp\u003eUsers Do Not Have Requirements 203\u003c\/p\u003e\n\u003cp\u003eGather Information, Not Requirements 204\u003c\/p\u003e\n\u003cp\u003eGathering the Information 205\u003c\/p\u003e\n\u003cp\u003eInformation-Gathering Plan 206\u003c\/p\u003e\n\u003cp\u003eInformation-Gathering Session 217\u003c\/p\u003e\n\u003cp\u003eSolving Common Information-Gathering Issues 225\u003c\/p\u003e\n\u003cp\u003eIterative Information Gathering 227\u003c\/p\u003e\n\u003cp\u003eInterviewing 228\u003c\/p\u003e\n\u003cp\u003eInformation-Gathering Meetings 239\u003c\/p\u003e\n\u003cp\u003eOther Elicitation Methods 245\u003c\/p\u003e\n\u003cp\u003eAre We Done Yet? 247\u003c\/p\u003e\n\u003cp\u003eNotes 249\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 12 Define the Problem Domain 251\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eProblem Domain Analysis 253\u003c\/p\u003e\n\u003cp\u003eDefining the Domain 256\u003c\/p\u003e\n\u003cp\u003eChanges in the Problem Domain 261\u003c\/p\u003e\n\u003cp\u003eNeighboring Constituencies 263\u003c\/p\u003e\n\u003cp\u003eAncillary Benefits 264\u003c\/p\u003e\n\u003cp\u003eChange in the Problem 264\u003c\/p\u003e\n\u003cp\u003eThe Essence 265\u003c\/p\u003e\n\u003cp\u003eNote 265\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 13 Determine the Solution 267\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eThe Accordion Effect 267\u003c\/p\u003e\n\u003cp\u003eTools and Techniques 268\u003c\/p\u003e\n\u003cp\u003eDetermining the One Best Solution 278\u003c\/p\u003e\n\u003cp\u003eConstraining the Solution 279\u003c\/p\u003e\n\u003cp\u003eStop Analyzing, Already 280\u003c\/p\u003e\n\u003cp\u003eConfirmation 280\u003c\/p\u003e\n\u003cp\u003eCheckpoint Beta 283\u003c\/p\u003e\n\u003cp\u003eNotes 284\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 14 Write the Solution Document 285\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eThe Value of Documentation 285\u003c\/p\u003e\n\u003cp\u003eThe Anatomy of Requirements 289\u003c\/p\u003e\n\u003cp\u003eForms of Solution Documentation 300\u003c\/p\u003e\n\u003cp\u003eWrite the Right Thing 300\u003c\/p\u003e\n\u003cp\u003eWrite the Thing Right 302\u003c\/p\u003e\n\u003cp\u003eCanned Brains 305\u003c\/p\u003e\n\u003cp\u003eRequirements Ownership 306\u003c\/p\u003e\n\u003cp\u003eComplete the Process 307\u003c\/p\u003e\n\u003cp\u003eNote 308\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003ePART V PRODUCING THE PRODUCT 309\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 15 Monitor the Product 313\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eEntering the Solution Domain 314\u003c\/p\u003e\n\u003cp\u003eDevelopment Processes 314\u003c\/p\u003e\n\u003cp\u003eImplementing the Solution 317\u003c\/p\u003e\n\u003cp\u003eKeep the Light on 319\u003c\/p\u003e\n\u003cp\u003eThings Change 319\u003c\/p\u003e\n\u003cp\u003eCheckpoint Charley 320\u003c\/p\u003e\n\u003cp\u003eThe Watchdog 321\u003c\/p\u003e\n\u003cp\u003eThe Essence 323\u003c\/p\u003e\n\u003cp\u003eNotes 323\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 16 Confirm the Business Problem Has Been Solved 325\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eCorrect Behavior 326\u003c\/p\u003e\n\u003cp\u003eAcceptable Level of Confidence 326\u003c\/p\u003e\n\u003cp\u003eCircumstances of Interest 327\u003c\/p\u003e\n\u003cp\u003eThe Testing Game 328\u003c\/p\u003e\n\u003cp\u003eUser Acceptance Testing? 333\u003c\/p\u003e\n\u003cp\u003eHandling Defects 335\u003c\/p\u003e\n\u003cp\u003eTesting Does Not Stop at Delivery 335\u003c\/p\u003e\n\u003cp\u003eNote 336\u003c\/p\u003e\n\u003cp\u003e\u003cb\u003eCHAPTER 17 Transition and Change Management 337\u003c\/b\u003e\u003c\/p\u003e\n\u003cp\u003eSteps to Ensure Successful Change in the Organization 339\u003c\/p\u003e\n\u003cp\u003eOrchestrate the Transition 341\u003c\/p\u003e\n\u003cp\u003eFacilitate the Transition 342\u003c\/p\u003e\n\u003cp\u003eTiming the Change 344\u003c\/p\u003e\n\u003cp\u003eMajor and Minor Changes 345\u003c\/p\u003e\n\u003cp\u003eDo Not Change a Thing 345\u003c\/p\u003e\n\u003cp\u003eWrapping Up 347\u003c\/p\u003e\n\u003cp\u003eNotes 349\u003c\/p\u003e\n\u003cp\u003ePOSTSCRIPT Where to Go from Here 351\u003c\/p\u003e\n\u003cp\u003eFuture of Business Analysis 351\u003c\/p\u003e\n\u003cp\u003eWhy We Need Business Analysts 352\u003c\/p\u003e\n\u003cp\u003eThe True Value of the Business Analyst 353\u003c\/p\u003e\n\u003cp\u003eIncreasing the Value of the Organization 354\u003c\/p\u003e\n\u003cp\u003ePower to the Business Analyst 356\u003c\/p\u003e\n\u003cp\u003eNotes 359\u003c\/p\u003e\n\u003cp\u003eAPPENDIX A Business Analyst Process 361\u003c\/p\u003e\n\u003cp\u003eAPPENDIX B The Principles 365\u003c\/p\u003e\n\u003cp\u003eAPPENDIX C Why We Do Not Get Good Requirements 373\u003c\/p\u003e\n\u003cp\u003eAPPENDIX D Comparison of the Roles of Business Analyst, Systems Analyst, and Project Manager 379\u003c\/p\u003e\n\u003cp\u003eAPPENDIX E Context-Free Problem Definition Questions 383\u003c\/p\u003e\n\u003cp\u003eAPPENDIX F List of Nonfunctional Requirements Categories 385\u003c\/p\u003e\n\u003cp\u003eBibliography 387\u003c\/p\u003e\n\u003cp\u003eAbout the Author 395\u003c\/p\u003e\n\u003cp\u003eIndex 397\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/section\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"description\"\u003e\n\u003csection class=\"page-section\" id=\"content-section\"\u003e\n\u003cdiv class=\"page-section-content\"\u003e\n\u003cdiv class=\"collapse\" id=\"content-section-item\"\u003e\u003cbr\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/section\u003e\n\u003c\/div\u003e\n\u003c\/section\u003e\n\u003csection class=\"page-section companion-sites\" 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