Modern Product Systems Analyst Creating the shared understanding that allows organizations to execute with confidence
Career ProfileScott A Conway
SATSCON Career Profile

Capability Matrix

Governed capabilities, evidence, and business value

The Ten Timeless Truths Ten spokes connect delivery principles to a shared center: ambiguity threatens delivery; systems break at seams; translation bridges functions; workflows reveal reality; requirements hide assumptions; integration hides risk; alignment enables delivery; tools change but people do not; clarity makes delivery possible; and leaders must see the whole system. 01Ambiguity threatens delivery 02Systems break at seams 03Translation bridges functions 04Workflows reveal reality 05Requirements hide assumptions 06Integration hides risk 07Alignment enables delivery 08Tools change; people do not 09Clarity makes delivery possible 10See the whole system TEN TRUTHS
Governed Professional Capability Framework

Capability Governance Matrix

The matrix connects each professional capability to the organizational problem it addresses, the business value it produces, the evidence used to demonstrate it, and representative engagements where it has been applied.

Showing all 12 capabilities

Governed professional capabilities and representative evidence
Business Systems AnalysisEnterprise DiscoveryLimited organizational visibilityShared understanding across stakeholdersDiscovery Workshops
Stakeholder Interviews
Current-State Assessments		QTC
Federal Reserve Bank of Atlanta
LAIKA Studios
Business Systems AnalysisRequirements EngineeringIncomplete or unclear requirementsImplementation readinessEpics
User Stories
Acceptance Criteria
Requirements Traceability		Federal Reserve Bank of Atlanta
QTC
Workflow EngineeringCurrent-State AnalysisUnknown or poorly documented operational realityWorkflow visibility and clarityProcess Models
Workflow Maps
Operational Analysis		Spectrum (Charter Communications)
QTC
Workflow EngineeringFuture-State DesignInefficient processes and modernization needsOrganizational alignment and performance improvementFuture-State Models
Process Redesigns
Workflow Architecture		LAIKA Studios
Federal Reserve Bank of Atlanta
Organizational GovernanceGovernance DesignFragmented ownership and unclear accountabilityClear roles, responsibilities, and decision rightsGovernance Frameworks
RACI Models
Policies & Standards		Scott A Conway
QTC
Organizational GovernanceDecision SupportPoor visibility into performance and outcomesBetter executive decisionsDashboards
KPIs & Metrics
Executive Reports		Oracle America, Inc.
Enterprise ArchitectureBusiness Capability ModelingMisaligned business capabilitiesEnterprise alignment and strategic clarityCapability Models
Business Architecture
Value Maps		Scott A Conway
Enterprise ArchitectureInformation ArchitectureFragmented or inconsistent informationTrusted, discoverable, and governed informationInformation Architecture
Content Models
Taxonomies		Oracle America, Inc. (Product Portal)
Technical LeadershipCross-Functional LeadershipSiloed teams and communication gapsCollaborative execution and resultsStakeholder Facilitation
Leadership Artifacts
Team Alignment		All Engagements
Technical Project ManagementEnterprise DeliveryDelivery uncertainty and execution riskPredictable delivery and risk reductionProject Plans
Delivery Governance
Status Reporting		QTC
Knowledge EngineeringCapability GovernanceInconsistent professional representationGoverned, reusable, and traceable knowledgeCapability Governance Matrix (CGM)
Knowledge Models		Scott A Conway
AI-Assisted AnalysisAI GovernanceUnstructured AI adoption and riskResponsible AI integrationSEP (Strategic Enablement Platform) Framework
AI Governance Practices		Scott A Conway

Knowledge is governed once. Capabilities are validated once. Evidence is documented once. Professional representations are composed many times.