General Business Analysis

If you work with other business analysts, you are fortunate. Together with your colleagues, you can experience greater effectiveness than you could have achieved on your own.  Additionally, your colleagues can provide you with a diverse and convenient pool of expertise from which to draw.

What we have witnessed in the last 25 years is a series of programmes of change failing to achieve their intended outcomes. Customer Care, ISO 9000, TQM, ABC, BPR. All the research and experience show that the latest panacea does no better than its predecessors. Over and over again improvement programmes are thwarted by commonly-known but illusive forces. The problem is labeled as ‘organization culture’, which typically leads to rationalizations like ‘change takes time’, or ‘each programme is an element in the total change programme’.

Rationalizations prevent learning.

This article provides the business analyst an analogy on how process owners manage value chains by monitoring leading and lagging metrics. The article highlights the need for business analysts to provide process owners with these metrics. These metrics provide indications of positive and negative process and business risks. Examples of the traditional risk response types of accept, avoid, mitigate, transfer, exploit, enhance, and share are provided.

I get this question and variations of it all the time! What is a senior business analyst? What skills do I need to develop to become one? What are the most valued business analyst competencies?

This is a tough question. And although finding the answer can be difficult, it’s also a tough question because it has multiple answers. Business analysis, like many, if not most, professions, exists within an organizational context. Different organizations value different competencies and so senior can mean something different depending on the organization in which you work and the strengths you bring to the table.
 

A thorough discovery of business requirements is almost never readily available at an analyst’s fingertips—rarely can requirements be quickly looked up as one would gather information for a term paper or study for a test. Much of business or technical requirements is not documented anywhere—it resides in the minds of stakeholders, in feedback that has yet to be obtained from end users, and from a study of flowcharts and surveys that have yet to be created. And so requirements must be elicited, or drawn out, and the methodology in doing so must be logical and meticulous... The purpose of requirements elicitation, therefore, is to thoroughly identify the business needs, risks, and assumptions associated with any given project.

In virtually every industry in which business analysts find themselves, employers are trying to do more with less. Normally, this means budget and personnel cuts, which are forcing many analysts to also do the work of project managers, prototype designers, and other roles—and often with a smaller budget for software and other analysis tools. In this environment, it may seem challenging for analysts to find ways to cut back even more, but proactively doing so will benefit not only your employer but your projects and your career. Here are a few ideas to research and pitch to your manager for cutting costs as you go about your daily work.

Context diagrams are instrumental in unearthing unknown requirements during the discovery phase, both by forcing an analyst to think through the context (thus the moniker context diagram) of a project methodically and by enabling stakeholders to do so as well.

If you can dream up ways to save your company money by developing new systems and better ways of working then the job of business analyst might be for you.  It's a job that currently has a skills shortage in the IT world, and that - says recruitment consultant Tom Derbyshire - means strong job candidates can call the shots.
 

Today the term Business Analyst is synonymous with a career in the IT industry but the most successful and valuable analysts are those who understand the 'business' rather than those who understand IT. So what exactly is a Business Analyst? What is the Business Analyst’s role? What is the best background for this job? What skill set is required? What type of person is the best fit? What training is required and available?

For business analysts, understanding decision logic from the perspective of business people is key. For that you need business rules. But when can a rule be considered a business rule, and when not? This article presents five pragmatic tests for knowing when you have identified a true business rule.

Business Analysts are required to contribute to a project in a number of ways: primarily by identifying the needs of the target community; building the Communications Plan; defining use case models; and Business Requirements document. In order to do their job effectively a large element of a BA’s time must be spent understanding and managing stakeholders in the project... From a CIO’s viewpoint the skills they look for in a good Business Analyst include an aspect of stakeholder management and an ability to find a path through the likely problem zones.

Job sharing is growing in popularity across almost all corporate job sectors.  It also offers employers a viable option for balancing heavy workloads and retaining talent. Even if all of an organization's employees are full-time, should a project balloons unexpectedly and a business analyst become overloaded, the option to project-share would enable an employer to tag a less-stressed analyst to jump in and share the load.

This year, organizations will be picking themselves up and dusting themselves off, becoming more savvy, agile and proactive. Business analysts are well positioned to help organizations meet the challenges of putting their houses back in order by helping to answer the question: “How and where do we create efficiencies that will help mitigate the sting of another possible economic downturn?”

With business analysis projects, as with all endeavors, you have to know where you are going before you can chart your course to get there. In other words, before you can decide whether to take a train, bus, or plane, what time of day you will travel, and what you will carry, you have to decide where you are going.

So it is with requirements. Before you can chart how you are going to implement a solution, everyone involved in the development effort must agree on why you need it to start with and that it is the very best solution available. Business requirements are fundamental to any development effort because they define where you are going by articulating the business problem and its solution—why it is needed and how to measure its success.

In a series of conversations, Kevin Brennan and I discussed the new role of the business analyst and what the future holds for people who build careers in this field. To structure our conversation, we articulated a central idea or axiom and then defined four key propositions that flow from that axiom. Presented below are that axiom and our thoughts related to the four key propositions.