Monday, 14 May 2012 01:00

The Top 10 Business Analysis Skills for 2012

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I like to think of the BA role as a broker of information, getting big picture and details from many different people, groups, executives, subject matter experts, vendors, technical resources, etc . . . what the BA does with all this information and how it gets communicated and repurposed for each audience is opportunity for a BA.

Today's trends are pointing towards the following themes for BAs:
- Business Agility
- Innovation
- Engagement of stakeholders to drive agility and innovation

The needed skills to meet these trends in 2012:

1) Conceptual Modeling Skills
Engage your stakeholders with more meaningful dialog!  Conceptual Modeling of the business view of the solution has always been a critical tool to help bring business, technology, and delivery groups together in defining solution scope.  I have had many BAs tell me that they do this and show me their conceptual models.  What I find when reviewing the models is more of a technical architecture or data context diagrams.  Technical architecture and data context diagrams have their place, but the critical skill I am seeing as a gap in BA skill sets is the business view (vs. technical view) of the solution scope, this will be critical to engaging stakeholders and setting the stage for innovation

2) Communicating Details and Concepts
Similar to the conceptual modeling skills is communicating various levels of detail appropriate to the audience.  This can be especially difficult when you have various stakeholder needs on the team or in the meeting, and many times multiple views is needed to ensure the right message is communicated to all audience needs.  Where I see the gap today is details are not organized to be digestible and understandable to many audiences and there may be a lack of conceptual and context to accompany the details.  Without the concept and context information, the details - even when well organized - may not be understood or thought of in with the frame of mind that the BA needs from the stakeholders.  Rethink requirements packaging, does the same document need to go out to everyone?  Or, can each audience be given a guide as to which pages/sections are most pertinent to them?  Just a few ideas to help stakeholders consume what is important to them.

3) Curiosity
How curious are you as a BA?  This has always been a critical skill for BAs.   Ensuring curiosity in finding the root cause of the problem or opportunity, getting the  right audience, usage, context, purpose for requirements requires a strong level of curiosity in BA work.  Curiosity will go far in 2012 for BAs wanting to build competency and skills in the world of mobile apps, cloud computing, and continuing agile trends.  Curiosity will make some of the unknowns of today easier to work within, a curious mindset will take BAs into communicating the unknown and help organizations innovate.

4) Decomposing the Abstract into Details
I have to call this out separately from Conceptual Modeling and Communicating Details and Concepts.  The same themes are in play, but yet executed a bit differently and in different scenarios.  Decomposing the abstract into details is also referred to as "critical thinking" and sometimes "system thinking"; taking something large, ambiguous, and abstract and breaking into smaller pieces, patterns, and views.  It is about helping others see the details and big picture from different perspectives, helping stakeholders with varying points of view and priorities see where their details and others fit into the bigger picture.  It will also help BAs better estimate and work with PMs on the status and risk of requirements.

5) Mentoring and Coaching
As the BA role becomes increasingly more valued in organizations, two things will happen:  1) Organizations will need a career path for Sr. BAs, and 2) Organizations will need to develop internal strategies to develop more talent in the BA role and Sr. level skill set.  Mentoring and coaching skills are key for Sr. BAs in both of these strategies.  Mentoring and coaching done by Sr. BAs will develop leadership competencies in the Sr. BAs while developing BA competencies in new or more inexperienced BAs in the organization.  Sr. BAs who have the opportunity to mentor and coach will develop further leadership competencies needed to elevate the competencies of the BA team as a whole.

6) Communicating Risks
Project Managers focus on risks to the project budget, schedule and scope.  A BA needs to focus on risks to the business value of the solution and communicating the risk.  BAs are in a prime position to see the details and big picture view; this includes seeing the risks to the project, delivering a solution that does not maximize business value.  I find that BAs have an intuitive sense of this, but often struggle to communicate the risk in a way that gets leadership attention.  In order to get leadership attention to the business value at risk, BAs will need to develop skills in communicating the true business impact of the risk.  This means going beyond communicating in terms of the features and functionalities of the process or software, and going beyond that, there is not enough time for requirements to be done right. It means communicating the impact it will have on the business operation or strategy.  For example, when the functionality of a point of sale application has a requirements conflict in the process of accepting payment from customers, the focus needs to turn to the impact of the conflict on the customer service representative's ability to serve the customers and the customer experience vs. the technical details at risk of the requirement.  In the heat of requirements and design details, we often let the details drive risk discussions and never get to the bottom line impacts that can really propel leaders to make the right decisions.

7) Leveraging the "parking lot"
Are you running your meetings or are meetings and stakeholders running you?  Many BAs get into tough situations in requirements meetings and feel that other agendas and personalities are driving their meetings astray.  Using a "parking lot" (simple visual list of items that do not fit into the meeting agenda to be followed up on or scheduled into another meeting) to manage and control the meeting agenda, content, level of detail and difficult personalities is a key strategy.  Most importantly, make sure that the parking lot is visible to everyone in the meeting.  Having the parking lot in your notebook or on your laptop does not show others that you have their ideas and concerns captured to discuss at a later time.  Be empowered to take control of your meetings!

8) Change Management
Embracing the BA role as an agent of change will continue to show the value the organization the value the BA role brings to the organization. Projects are about business change; the BA role is about bringing the most value possible in a solution to address the business change.  The role of a change agent in the BA is critical to ensuring all impacted parties are ready for the changes needed to accept the solution.  Understanding how changes and solutions impact the stakeholders operations, processes, attitudes and behaviors is a key skill in maximizing the success of the new solution and the business value it brings.

9) Asking WHY?
I love the word "Why", but hate to use it.  My challenge to readers of this blog is to help one another find ways to ask "Why".  Many times using the word "Why" can come across wrong to the other person, it can seem defensive and the other may wonder why (no pun intended) you are asking.  Finding different ways to ask "why" can alleviate this dilemma.  My favorite ways to ask "Why?":  Tell me more about what is behind the need for abc?  What does success look like?  What would happen if this project does not get implemented? What are yours?

10) Impromptu Whiteboard Drawing
In 2012 when innovation, agility, and engagement are the trends, being able to spontaneously draw will lead to stakeholders to a deeper level of engagement.  Getting up to draw shakes up the flow of boring meetings, engages others to focus back in on the discussion, and brings out humor - let humor be a friend. You don't have to be an artist to draw concepts on whiteboards that generate great dialog, discussion, creativity and innovation.  It also does not have to be you that does the drawing; ask someone else to draw what they are thinking and your meeting will benefit in many of the same ways.  When the drawing yields powerful and meaningful discussion, be sure someone takes a picture with their phone.

No matter that type of BA, no matter what the industry, these skills in 2012 will set your projects up for deeper engagement, innovation and agility.

Don’t forget to leave your comments below


 

Read 170861 times Last modified on Tuesday, 15 May 2012 10:05
Angela Wick

Angela Wick, CBAP, PMP – After more than 15 years of consulting, mentoring and teaching, Angela knows that great BAs transform organizations.  Angela encourages BAs to be agents of change.  She helps BAs develop the skills they need to inspire collaboration, creativity and innovation.  Get free BA tips and trends by following Angela on Twitter @WickAng or by visiting http://www.angelawick.com/.

Comments  

0 # Barb Allen 2012-01-31 05:36
Love #10 - works great on the new tablets too, then again, I always was a sucker for a stick figures! Thanks Angela
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0 # Dominic 2012-01-31 05:37
Well put Angela! While I find all of these VERY important skills for a quality BA, I think there are a few that are CORE skills that a BA should possess. Especially #9 (and #3... I think they go hand in hand). This, you would think is an easy one for most BAs, however, often analysts do not question why something is needed or dig for further rationale for various reasons. I will be forwarding this article to my team as a gentle reminder. :) Thanks again!
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+2 # Marcos Ferrer, CBAP 2012-01-31 06:25
Very good list! Another WHY variant is: What used to happen before this (process/system /policy/whateve r) was changed last time around? A review of "history" can often provide clues (or in your face manifestations) of root cause. Thanks, Angela.
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+2 # Amit Kumar 2012-01-31 06:33
Excellent article - love it for its clarity of thought, The key to me is the ability of decomposing the Abstract into Details Amit Kumar http://www.rapidsoftsystems.com
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0 # Mindy Duvernet 2012-01-31 12:06
Very nice article Angela! I liked the fact that you elaborated on risks, diagrams, and the "Why?" Once a team gets deep into the weeds on a topic they forget the "Why" that brought them there. Often the answer leads right back the customer's needs. The risks can sometimes be difficult, as no one wants to admit that something will fail if something else does not get done. The BA has a big role in pointing out all the relationships and diagramming always gives me the most traction.
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-5 # Nupur 2012-01-31 16:54
Excellent piece of information through this article. Thanks
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-1 # Nupur 2012-01-31 16:54
Excellent Article.
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+4 # Kate 2012-01-31 18:49
"Why" is my biggest daily obstacle - everyone I have worked with has become defensive and territorial as soon as I ask the question. Thanks for #9 and the jumping-off point for thinking of ways to rephrase or reframe the question.
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-3 # Harold Bilger 2012-01-31 19:57
This is a good article but to deliver REAL VALUE for your pay, you need the knowledge and experience to tell people what they actually need. This is very different to leading them to a mutually muddled impasse by constant querying of their wants. It's the old goat and cabbage story.
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+1 # Scott 2012-01-31 20:06
Thanks for the nice and clear article - great to see it all neatly listed in this way! As others have said, #9 and #3 I find really important. Can I suggest a further key skill that is of increasing value... "Influencing". Particularly for a BA that has worked with the product, I feel you can add value with your own suggestions. Sometimes you might have worked with the product longer than the primary stakeholder, yet not have the final authority to make what you think is the right call!
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0 # Paul 2012-01-31 22:04
Nothing better than a whiteboard. I have even combined the whiteboard with the parking lot to make sure that everyone knows their concerns have been heard.
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0 # Kim 2012-01-31 22:51
This was a very nice article highlighting some of the key skills we've been focused on in our office. I also agree with Scott in terms of the importance of Influencing. And also with so much change in resources on long term projects, I also find that it is my role to educate those new to the project - which is a perfect opportunity to influence.
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-1 # Steve towers 2012-01-31 23:18
OK as far as it goes.... However. The people who pay our wages are the customer. There isn't a single mention. How on earth can we hope to align the organisation for success when the reason why work and process exists isn't even the agenda? If you review the most successful organisations this is what their BAs are doing - helping to deliver Successful Customer Outcomes :) If you are not working for the customer you better make sure you are working for someone who is!
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0 # Ann 2012-02-01 23:01
Agreed -- those "why" questions are tough to work around. Some of my suggestions which can be "mixed and matched": Can someone walk me through the reason for… What was the reason for … Help me understand the reason for… How did this (whatever) come about?
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0 # Heather Mylan-Mains 2012-02-01 23:33
Great list Anglea! I would add to this that it is essential for a BA to have the confidence to be curious, to ask why, and hop up to grab that marker and draw on the whiteboard or flip paper what is being discussed. Then you have to be ok with erasing and starting over when the ideas change.
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+1 # H Quiroz 2012-02-02 00:28
'Broker of Information' is a great term to convey the job of a business analyst. There are a number of recently published business books that drive the focus of using simple pictures to convey complex models and problems (Back of the Napkin, Business Model Generation) . It would be helpful to hear more dialogue about this process as experienced by readers and the author (#1 and 2 in the list above).
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0 # David Townson 2012-02-02 08:10
While I am a big believer in the saying that 90% of a meetings success happens in the preparation before the meeting takes place, it is always the art of managing the meeting that keeps it on course. I love the use of the parking lot as you suggest and it is a very useful tool especially for those attendees that sometimes have their own agendas. Great article.
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0 # Paper Tamer 2012-02-02 10:30
Great article! As you noted, literal overuse of #9 (the "5 Whys") generates frustration in most people. "What is driving..." and "Help me understand..." are better forms of "Why".
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0 # Ahamed 2012-02-02 22:33
Thank you Angela for the post, Good to see the demand for BAs are rising. BAs are now considerd to be the critical resources in these tough times.
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-1 # Harjit Singh, MBA,PMP 2012-02-02 22:40
Excellent; Thanks for these great tips!!
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0 # Sundar 2012-02-02 23:52
Very informative. Mo st of them are required skills but can we also include about the assertiveness and process knowledge of domain work
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0 # Jennifer Bulman 2012-02-03 01:45
What strikes me about your post is how many of these qualities make a friend of mine a good software development manager instead of a code herder. Many of the traits also make a good facilitator. For whiteboard drawing, training in a technique callled "graphic recording" would be a bonus for the BA. Jennifer
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+1 # Carol 2012-02-03 02:16
Yes, re: #10, I recall inviting an IS person to draw a network diagram when presenting to a Vice President -- that served a huge benefit, and we were promptly complimented by the VP on a great meeting! In-person whiteboard drawings can be of great value and success is best achieved when drawn by the subject matter expert. AGREE on this point!
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0 # Ben 2012-02-03 05:32
Interesting that being a great facilitator was not listed, but several of your skills equate to facilitating dialog. Today's problems are too complex for one person to know the answer, and getting stakeholders with widely varying views to come to a shared understanding of the problem is a critical skill - because it leads to a shared commitment to the solution (change management). The skill of Dialogue Mapping is critical to point #1. I also think being more innovative with your meetings by including business games is critical to breaking through conventional thinking and leading to more innovative solutions (goes beyond point #10).
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+2 # Felicia Arambula 2012-02-03 05:41
Thank you for writing this article. Sometimes BAs need a bit of help with direction for career goals. Nice job!
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-1 # Viswanth Reddy 2012-02-09 01:50
The article is simple outstanding thank u for writing....
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+1 # Sanjay Sinha 2012-02-12 01:25
I like #7, I have often fallen victim of #7. This is a critical skill for a BA to drive the discussion, a session and meeting to reach the goal. There are always folks with deliberate different agenda, from one of mtg's or that is their personality style, to derail, take control, at the cost of outcome. It is important and crucial to respect the time of all attending parties and drive the meeting with control for desired outcome.
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0 # Bonnie 2012-02-19 12:35
Thanks, Angela. Informative and useful guide. Really help to put BA functions and roles into perspective.
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0 # Christine Haggarty 2012-02-21 06:50
One additional activity that's becoming more critical at the senior BA level is being close enough to the business to work with them for pre-project activities. So knowledge of the business and conceptual skills are needed. There's a big bang for the buck here both for improving the state of projects coming into IT. If you are looking for ways to grow your staff this work is also fun and a great motivator for truly senior BAs.
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0 # 2012-02-21 22:49
Nice piece of writting and excellent content.
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-6 # , 2012-02-24 11:18
The author forgot to write how insulting she is to her audience and stakeholders when she talks to them.
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0 # Ahmed 2012-09-12 09:57
you sound crazy.......... .. unless you are an insider
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+1 # Kris 2012-02-28 10:00
The biggest skill that I don't see listed is Eliciation skills. The good BA, especially Enterprise BAs, help the business clients figure out their requirements, and helps them discover what they don't know. All the modeling skills, curiosity, and communications skills don't help if you aren't getting everything from the client. The clients don't always know everything what they want or need, and assuming that they do know everything they want/need leads to the proverbial "bad requriements" or "incomplete requirements" even though the requirements were "approved by the business". Too many analysts make this erroneous assumption and are just "dictation scribes" and are essentailly overpaid tech writers or secretaries. You know you did a poor job at elicitation when during test, or worse, post production, you hear "oh, we didn't think of that" or "we didn't think it would impact such and such" or "yes, that's what we said, but it turns out that really isn't what we wanted..." from the business clients. When that happens, I don't blame the client, I blame the dictation scribe that calls themself a Business Analyst for that project.
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0 # Jarrod 2012-10-03 01:12
The author clearly illustrates different elicitation skills. For simplicity look at #9
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0 # Kay 2012-02-29 21:04
Point 10 whiteboarding, very useful during a meeting
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0 # Gowrishankar 2012-03-08 18:31
Thanks a lot "Angela". Now only i have stepped into this BD role but these 10 points will be very useful for my career.
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+1 # Essam Abd El'Latif 2012-03-13 07:35
Nice article! just a couple of cents here: [1] What you've described in #4 is more of " analytical thinking". Actually the "systems thinking" - which is still required and it's an important skill to BAs - is quite the opposite as it focuses on collecting the broken pieces back into one big whole picture, i.e., it's about seeing the whole. [2] It's not just the "why" here, also the "what" and "how" perspectives are very important concept or tool for the BA. you can refer to The Golden Circle (by Simon Sinek): http://www.ted.com/talks/lang/en/simon_sinek_how_great_leaders_inspire_action.html Please notice that he draws the circles from the view of ‘selling the product’, so he puts it in that sequence; ’why-how-what’. On the other hand, and in my perception of that, when it comes to the ‘product development’, the sequence is a bit changed to ‘why-what-how’ – with the same intellectual meaning of each circle. Also, the concept is touched by Aristotle who identified three forms of knowledge: ? Episteme = universally valid scientific knowledge, ? Techne = skill-based technical know-how, and ? Phronesis = a true and reasoned state of capacity to act with regard to the things that are good or bad for man. If episteme is ‘know-why’, and techne is ‘know-how’, then phronesis is know-what-shoul d-be-done. Example: because no universal notion of a good car exists, episteme cannot answer the question “What is a good car?” That will depend on who is using the car and why, and it will change over time. Techne is knowing how to make a car well; phronesis is knowing both what a good car is and how to build it. Thus phronesis enables managers to determine what is good in specific times and situations and to undertake the best actions at those times to serve the common good.
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0 # Ahmed 2012-09-12 09:39
I agree with Essam on the point of analytical thinking being important in a role as BA. Although one should understand that theme adopted in article was more inclined towards the stakeholders engagement and the mastering the related skills then identifying the much discussed core skills
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-1 # uday pasricha 2012-03-14 17:52
Perhaps this is an India centric thing, but cannot fathom the great resistance to get companies to be able articulate their challenges in a narrow focused manner so as to get down to design solutions that are implementable. The fluff generic stuff of wanting to improve sales and increase margins are so vague when they call solution providers. We believe that every business must know the areas of weakness which they want corrected. I suspect indian corporate is still used to "old school consultants" who waste months to analyze where lies the problems? In todays environment when problems come up more frequently than before because markets change so often, this identifying is a such a waste for those who want to provide implementable solutions. Is there a good questionnaire/p rocess that can help them narrow down and admit where they need help and where solutons will give immediate return? We want to get down to solutions but find it a waste of time for discovery of the problem area; they must already know ?
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+1 # Jake 2012-12-04 13:40
Working on improving sales and increasing margins is not fluff for my clients. This is core to most for-profit business. IT systems people who think otherwise are either self-absorbed, self-serving or lazy. IT people need to understand the business if they are going to deliver value and be worth the money they are paid, especially if they are in a BA or PM role.

What is missing in most instances is a realistic determination of the value chain. This is not always obvious bu the analysis should always start with the customer and customer needs. If that is missing then all "solutions" are just shots in the dark.
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+1 # Meenakshi 2012-03-14 20:02
Very nice article. Liked the point about asking 'WHY'. I try do implement it evrytime and end up getting more information :)
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0 # james m 2012-04-03 21:13
Some useful questions to get around too many 'why?' are:
What kind of X (is that X)?
Is there anything else about X?
That's X like what?
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0 # MCG 2012-04-04 13:34
#10 - I've been called a beautiful mind - whiteboard markers work very well on windows when there's not a whiteboard on hand.
#9 - You have to ask the question "What happens if he/ she gets hit by a bus?" Somewhere in there will be a point of failure. It is a matter of digging around till you find it.
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0 # Bill L 2012-04-06 07:43
Just came across this article and very helpful. I am in the at the beginning of a search for a BA and this is a good list of qualities to look for.
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0 # Janelle Barnes 2012-04-10 23:00
I am a BA and think these are great reminders and tactics on how to improve business and results!
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0 # Steven Brener 2012-04-11 08:29
Nice list. We'd all do well reviewing this list on a regular basis and keeping these concepts in mind as we proceed through our processes. Doing so would help ensure that we are following a path to success. I will bookmark this page!


Steve
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0 # Liz Neiley 2012-04-25 10:58
I particularly agree with #3 and #9 as well. It can sometimes be very intimidating asking questions of developers and people who are more technical in general, especially if you do not have programming experience. However, I've found that by asking questions you very often find that the BAs are bringing up great technical points and avoiding pitfalls and design holes up front. If you ask the questions in the right way (referencing point #2), the developers and architects often will get your points without being offended that you're challenging their design or idea as well.
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0 # Rhonda Dew 2012-05-19 23:04
Great article I love the parking lot and agree it allows you to stay in control and keep stakeholders focused on the reason for the meeting.
Whiteboards are great especially for those stakeholders who are visual and love my newest tool the Panaboard an interactive whiteboard that allows me to use a whiteboard andsave my drawings i can bring up my desktop and access powerpoints and work on documents a great new tool no longer just for classrooms definately the BA's friend.
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0 # Beth Hassett 2012-06-17 20:51
Great article and some great responses as well!
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0 # Sanjay M 2012-06-29 03:43
Great article. I likes the idea of BAs focussing on risks for business value.
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0 # levent 2012-07-30 23:06
Thanks Angela, great article.
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0 # sunny 2012-09-06 11:33
that's amazing, Thanks Angela
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0 # WBee 2012-09-12 09:05
Well put!!!
I'm one of those BA's who still struggles sometimes to state clearly my role in the organisation & what my career next step should be (hence my discovering this article :) )

But this states succinctly what skills I need to develop to be succesful & frow into the next level
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0 # Ahmed 2012-09-12 09:32
I found this article very interesting, focused and practical. It shows the level of understanding for the subject matter but essentials in terms of personalty adaptation. I certainly loved the #6. where she picked up a point which is rarely communicated. Communicating risks to business with correct impact is an art to learn and practice. great work Angela
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0 # Sam 2012-09-19 23:26
Agreed
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0 # Sam 2012-09-18 22:57
Quoting levent:
Thanks Angela, great article.


Excellent :)
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0 # Virendra 2012-09-21 13:44
Thanks, Angela this qualities we need to develop for a successful as a BA and also for the Company
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0 # Saini 2012-09-22 11:29
Hey... informative one! Liked... I want a bit more.. Actually I am a teenager in IT having 1 and a half yr of experience in Automation Testing having a few skills of Java,VB,C Macros and pretty number of automation tools.I am pretty much interested to become a business analyst in near future.Preparin g for CSBA.
Can you suggest me some useful books for gathering knowledge on BA.That will help a lot ..
Thanks And Regards...
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0 # Balaji 2012-10-09 15:09
A good carrer guide.. I would like to add knowing your customer during elicitation is also neccessary as most of the time the customer we have chosen is not the SME.
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0 # Spot 2012-10-10 23:22
Quoting Balaji:
A good carrer guide.. I would like to add knowing your customer during elicitation is also neccessary as most of the time the customer we have chosen is not the SME.

Quoting Virendra:
Thanks, Angela this qualities we need to develop for a successful as a BA and also for the Company

fds
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0 # Nel 2012-10-11 06:57
Hi,
I really liked the point about the "parking lot", also like the article as a whole.

:)
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0 # Celestina 2012-11-17 02:32
Awesome article.Very informative.
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0 # Abdul 2012-11-22 18:16
Angela. thanks for a very interesting article/

Instead of WHY? I have found that 'How come" gets the desired results. People open up to discuss their valuable ideas, instead of feeling defensive - WHY......!!!

Thanks
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0 # Tom Ryder 2012-12-04 14:02
Angela, regarding # 9, asking WHY?, I agree that it is important. I guess no one likes to ask why but we all have to do it to gain full understanding. Another way to ask why is to say, "help me undertsand how..."
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0 # Bob 2012-12-12 00:00
Quoting Sam:
Quoting levent:
Thanks Angela, great article.


Excellent :)


Sweet
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+1 # Symon 2012-12-21 08:48
Excellent - Thanks for the info.
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+1 # Bob 2013-01-29 18:26
[quote name="Tom Ryder"]Angela, regarding # 9, asking WHY?, I agree that it is important. I guess no one likes to ask why but we all have to do it to gain full understanding. Another way to ask why is to say, "help me undertsand how..."

Yes I think this is spot on
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+1 # Shekhar 2013-02-24 03:09
Dear Angela,

I appreciate more updates further, really it will help me lot as i am new to this field. Now i could know my responsibilitie s which helps towards personal and organisational growth.

Request for everyone ... if you could advise me how to start my career in this field to sustain as a Best BA. please you can mail me on
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+1 # srihari 2013-07-27 10:37
Thanks a lot for thie artical, all the above mentioned skills are very essential for BAs. one question, does business analyst requires technical knowledge? thanks in advance..
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+1 # Ginger 2013-08-27 12:32
Excellent Article.
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+1 # Murris Johnson 2013-11-13 01:38
Excellent. Very informative.
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+1 # Harold Bilger 2013-11-14 05:57
This is a good article but to deliver REAL VALUE for your pay, you need the knowledge and experience to tell people what they actually need. This is very different to leading them to a mutually muddled impasse by constant querying of their wants. It's still the old goat and cabbage story.
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+1 # Harold Bilger 2013-11-14 07:48
Substantial amendments normally require a favourable opinion from the main REC before they can be implemented. The only exceptions to this are:
■where urgent safety measures need to be taken;
■in the case of substantial amendments to CTIMPs which require authorisation by the competent authority (the Medicines and Healthcare products Regulatory Agency (MHRA)) but do not require ethical review. This, I think, is the nub of the matter.
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0 # Shashikanth 2014-01-06 14:52
Nice Article and very informative.
I have a question...i am done with my MBA in finance and i have 6+ years of experience in investment banking operations side. i am very much interested to move as BA. Can i go as BA and guide me what skills required for this role.

Thank you
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+1 # Nupur Banerjee 2014-02-27 23:16
Great! and Angela I agree with every bit and piece of it.
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+1 # Nupur Banerjee 2014-02-27 23:31
Great!
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0 # Tharani Jeyarajah 2014-03-20 05:40
hi dr,

is was very useful article.
thank u..
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0 # LEXY 2014-04-21 18:53
This information really helped me a lot. Thanks for sharing the article with us.
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0 # Veeraragavan 2014-09-07 22:36
Hi,, a very useful blog. It makes to introspect a BA. Your findings are really practical and give the reader ideas to get away from such situations
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