| TshegoP wrote
Hi All,
I'm a BA who's pretty much at the beginning of my career. I've been with my present company for a year now and completed one project successfully.
It was not a typical business analysis project which essentially means that no formal methodologies and techniques were used.
GB: This is not a major problem so long as you were engaged in analysis and not just project management...analysis does not have to be done using a formal methodology, but it certainly does have to be methodical.
At this stage I find myself very frustrated in that I'm not gaining any relevant experience which means no progress.
What I'd like to know is, if I were to be involved in a "typical" say software development project
1. which skills would I need command?
GB: analysis skills, the skills required to identify and document project stakeholders, drivers, objectives, functional requirements, process models and specifications (inlcluding non-functionals), data models and specifications (including non-functionals), requirements validation skills, arguably (depending on your role) technical specifications. Interviewing and (more importantly) listening skills.
2. how does one approach any piece of relevant documentation, i.e Business Case, Business/User Requirement Spec, Functional Specifications, etc.?
GB: Business cases - normally an organisation has a template for these, if not define what it needs to contain with those who sign it off and use that. Business/user requirement specs (including functional requirements, process models and specs, data models and specs) you could use the methods and format suggestions in these 2 books available at www.lulu.com/smartba - functional specifications again depends on the scope and who will use it and what they need in it...
3. what should I listen for in both one-on-one interviews and JAD sessions?
GB: Depends at what stage of the analysis you are at: the logical order (although you will iteratively refine these and so go up and down the list) is project stakeholders, drivers, objectives, functional requirements, process models and specifications (inlcluding non-functionals), data models and specifications (including non-functionals).
4. how does a good BA structure his/her questioning?
GB: By knowing what information they need for what point of the analysis they are at: when you are starting a project (for example) you know you need to define and document the drivers so make sure you understand what they are (business problems that will be fixed, business opportunities that will be exploited and standards -legal or otherwise-that must be complied with) then listen out for them when you are starting the project.
I realise that the above are very much project specific, but I'm of the opinion that there are generic approaches to all projects. I'll be tackling my line of thinking in a phased approach and this here is my starting point.
GB: There is indeed a generic approach that underpins all analysis and methods and approaches (even agile) - details at www.smart-ba.com/articles/fundamentals_of_business_analysis.pdf
I look forward to hearing your thoughts.
Tshego.
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