Babar, A, Bunker, D & Gill, AQ 2018, 'Investigating the Relationship between Business Analysts' Competency and IS Requirements Elicitation: A Thematic-analysis Approach', Communications of the Association for Information Systems, vol. 42, no. 1, pp. 334-362.
Abedin, B & Babar, A 2018, 'Institutional vs. Non-institutional use of Social Media during Emergency Response: A Case of Twitter in 2014 Australian Bush Fire', Information Systems Frontiers, vol. 20, no. 4, pp. 729-740.View/Download from: Publisher's site
© 2017 Springer Science+Business Media, LLC Social media plays a significant role in rapid propagation of information when disasters occur. Among the four phases of disaster management life cycle: prevention, preparedness, response, and recovery, this paper focuses on the use of social media during the response phase. It empirically examines the use of microblogging platforms by Emergency Response Organisations (EROs) during extreme natural events, and distinguishes the use of Twitter by EROs from digital volunteers during a fire hazard occurred in Australia state of Victoria in early February 2014. We analysed 7982 tweets on this event. While traditionally theories such as World System Theory and Institutional Theory focus on the role of powerful institutional information outlets, we found that platforms like Twitter challenge such notion by sharing the power between large institutional (e.g. EROs) and smaller non-institutional players (e.g. digital volunteers) in the dissemination of disaster information. Our results highlight that both large EROs and individual digital volunteers proactively used Twitter to disseminate and distribute fire related information. We also found that the contents of tweets were more informative than directive, and that while the total number of messages posted by top EROs was higher than the non-institutional ones, non-institutions presented a greater number of retweets.
Abedin, BA, Babar, AB & Abbasi, AA 2014, 'Characterization of the Use of Social Media in Natural Disasters: A Systematic Review', Proceedings - 4th IEEE International Conference on Big Data and Cloud Computing, BDCloud 2014 with the 7th IEEE International Conference on Social Computing and Networking, SocialCom 2014 and the 4th International Conference on Sustainable Computing and Communications, SustainCom 2014, IEEE International Conference on Big Data and Cloud Computing, IEEE, Sydney, Australia, pp. 449-454.View/Download from: Publisher's site
Babar, A, Wong, B & Abedin, B 2014, 'INVESTIGATING THE ROLE OF BUSINESS ANALYSTS COMPETENCIES INTO STRATEGIC BUSINESS REQUIREMENTS GATHERING', Proceedings - Pacific Asia Conference on Information Systems, PACIS 2014, Pacific Asia Conference on Information Systems, AIS, Chengdu, China.
Competency of a business analyst plays a crucial role in requirements elicitation, particularly now when the information systems are developed to support strategic business goals. However, as yet, there has been little research into the relationship between competencies of business analysts and requirements elicitation. In this study, a scenario-based approach has been used for the collection and documentation of requirements from the perspective of ten stakeholders of a business system with the emphasis on strategic goals. The 30 business analysts having senior, intermediate and junior level of competencies were recruited for this purpose. The results indicate that senior business analysts, overall, perform better than intermediate and junior business analysts in relation to pursing key stakeholders for the collection of holistic view of the organisation. Senior business analysts tend to approach senior management of the enterprise to collect strategic business goals whereas the intermediate and junior business analysts appear more focused on middle and operational level management for the collection of technical requirements. The results conclude that the senior business analysts are important to be involved in the crucial activity of requirements elicitation if we want to develop an information system that is supportive to the strategic direction of the organisation.
Babar, AR & Wong, B 2012, 'Capturing Strategic Business Requirements: An Exploratory Study', 19th Asia-Pacific Software Engineering Conference, Asia-Pacific Software Engineering Conference, IEEE, Hong Kong, China, pp. 446-452.View/Download from: Publisher's site
Since IT systems are used to support business strategies of an organisation, strategic business requirements therefore are the motivation of the majority the requirements engineering approaches. But current requirements engineering approaches do not capture strategic business requirements but rather focus on functional and non-functional types of requirements. In this exploratory study two groups of business analysts explored requirements from a business scenario where different stakeholder views were given. A number of views represented the viewpoints of top management and the other views represented the viewpoints of operational level staff of the organisation. The collected data showed that the requirements captured from top management are different from the requirements captured from operational level staff in a way that strategic business requirements refer to the future direction of the organisation, however the requirements captured from operational level staff are about functionality and constraints of the system. The results indicate that strategic business requirements are associated to the top management and to capture them, business analysts have to pursue top management of the organsation.
Babar, AR, Zowghi, D & Chew, EK 2010, 'Using Goals to Model Strategy Map for Business IT Alignment', Workshop Proceedings - The 5th International Workshop on Business/IT Alignment and Interoperability (BUSITAL 2010), International Workshop on Business/IT Alignment and Interoperability, CEUR-WS.org/WorldPress, Hammamet, Tunisia, pp. 16-30.
Strategy Map (SM) is one of the widely used methods to create business aligned IT strategy map providing valuable insights to business executives. However, problem with strategy map method is that it is not easy to use which can lend itself to various interpretations. This is because linkages between the strategic objectives in the four strategy map perspectives are not explicit which makes SM ambiguous. Goal modelling approaches from Requirements Engineering (RE) have proven rigorous in elicitation and representation of information system requirements. In an attempt to make explicit the causal relationships of SM linkages meaningful this research proposes the use of goal modelling approach i*.
Babar, AR, Zowghi, D, Cox, K & Tosic, V 2008, 'Three Integration Approaches for Map and B-SCP Requirements Engineering Techniques', 23rd Annual ACM Symposium on Applied Computing, ACM Symposium on Applied Computing, ACM, Fortaleza, Brazil, pp. 650-655.
Babar, AR, Zowghi, D, Cox, K, Tosic, V, Bleistein, SJ & Verner, J 2008, 'Problem Frames and Business Strategy Modelling', International Conference on Software Engineering, International Conference on Software Engineering, ACM, Liepzig, Germany, pp. 48-51.View/Download from: Publisher's site
Requirements engineering describes how an IT implementation will support business functions. Most IT systems are operational in nature and typical requirements engineering techniques and methods are usually adequate in capturing and documenting the requirements for such systems. Jackson's problem frames is a technique that is suitable for straightforward IT systems descriptions. However, when an organization deploys an IT system that must deliver upon its competitive business strategy, then an appropriate technique or method needs to be used to capture that business strategy in order to connect it to business-critical IT requirements. Here we provide an overview of the use and adaptation of problem frames to connect requirements to business strategy. We found that a simplification of the problem frames notation was necessary and that to be really effective, we had to integrate problem fames with goal modelling and Map, a method that helps describe the evolution of IT over time.