Unit 3, Module 1: The Contemporary Business Analyst

Definition (IIBA): the practice of enabling change in an enterprise by defining needs and recommending solutions that deliver value to stakeholders.
A BA translates business needs into information technology solutions.
Key traits: strong communication skills and analytical aptitude.
Stakeholders a BA interacts with: project sponsor, project manager, business users, other stakeholders, and technical folks (software developers, testers; database and network professionals).

BAs are change agents; a critical role is to lead transformations required by most organizations.
Competitive pressures are forcing organizations to reassess fundamental structures and operations.
The amount of change today is formidable.
When faced with change, project managers and BAs are often responsible for leading the transformation, whereas others may react with anger, confusion, or dismay.

Generalist: performs BA activities using a wide range of techniques across varying scopes; capable of applying many techniques in diverse circumstances; may or may not have domain knowledge; found at various organizational levels.
Specialist: uses a focused set of techniques or a single methodology; fewer techniques but deeper expertise; capable of resolving extremely complex problems within their area of expertise; can be at any level of expertise.
Hybrid: competency in BA with overlap into another profession (common combinations include project management, software testing, software development, or user experience); sometimes titled as BA, other times not clearly viewed as BA by those performing the role; hybrids may exist that still leverage BA skills.
Note: The graphic places these roles into three categories to illustrate the spectrum of BA practice.

IT background: BAs from IT typically have analytical and strong communication skills, enjoy problem solving, like system involvement, and are drawn to solution design, logical thinking, and interpersonal interaction; they tend to be outgoing and prefer engagement with people rather than sitting behind a terminal.
Business background: BAs from business units often act as subject matter experts on prior IT projects; they enjoy interaction with IT to solve problems, and must have strong analytical and problem-solving skills plus robust communication across all levels to speak with management, executives, technical staff, and users.

Three common placements (as described in the Karkinoor book, Seven Steps to Mastering Business Analysis): IT department, business unit, or a Business Analysis Center of Excellence (BA-CoE).

BA analyzes and solves business problems from a strong technology perspective.
BA has a strong understanding of what is technically possible and can be familiar with other technical projects.
Access to technology resources that a business unit may not have.
Typically assigned after the project has been identified, approved, and initiated.
Downsides: IT may drive the business; potential conflict of interest; IT bias may make it difficult for the BA to advocate for business if paid by IT and belonging to that organization; may be harder for business units to trust the BA.

BAs are typically more aware of business conditions, competitive issues, and financial issues; highly business-savvy.
They understand IT’s value in solving business problems and can analyze problems at a very detailed level within the business context.
Often involved in strategic and business needs before a project is identified.
Downsides: limited IT knowledge; limited access to IT resources.

A centralized organization for BAs, akin to a Project Management Office (PMO) for BA work.
Advantages: enterprise best practices and standards, mentoring, shared lessons learned to promote improvement, access to standard tools/templates/processes, better utilization of resources, reduced IT vs. business bias.
Downsides: funding can be tricky, as CoEs are often supported by overhead charges; requires top management and executive backing to fund.

Elicit, document, and manage requirements.
Facilitate meetings.
Conduct gap analyses and feasibility studies.
Act as a bridge/liaison between functional and technical groups.
Supporting quote (Charles Kettering): "A problem well stated is a problem half solved." Identifies the importance of helping the customer understand what they want and why, which is crucial to starting a project on the right foot.
Emphasis: Reaching a clear understanding of business needs is a core BA skill; this step can be challenging and is central to project success.

There is a broad set of techniques a BA can employ; the course will expose you to many of them and help you build a personal toolbox.
The slide shows a large list of BA techniques and tools; you’ll learn to select and apply them as appropriate to each project.

PMI-listed skill sets are needed to perform the BA role effectively; as BAs gain experience, their competency increases.
Many essential skills are interpersonal and people-oriented; these are often the hardest to master.
Kathleen Haas’ competencies framework (five categories):
- Communication
- Analysis
- Implementation skills
- Domain knowledge
- Consulting
These competencies align with the general themes of earlier slides and highlight the importance of people skills in BA work.

A BA is primarily a change agent who helps organizations transform to achieve business objectives.
IIBA identifies three BA role types: generalist, specialist, and hybrid.
BAs can come from IT or the business; they may reside in the IT department, the business unit, or a BA-centered CoE.
Each placement has benefits and potential downsides (bias, trust, access to resources).
BAs perform a broad range of activities: eliciting, documenting, and managing requirements; facilitating meetings; performing gap analyses and feasibility studies; and bridging functional and technical groups.
A strong BA toolbox of techniques and a robust set of competencies (as summarized by PMI and Kathleen Haas) are essential, with an emphasis on soft skills and communication.

What surprises you about the three BA role types and their organizational placement?
How might a BA navigate potential conflicts of interest if placed in the IT department?
What are practical steps to develop a BA-CoE in an organization and secure executive support for funding?