Keith Ellis is the Vice President, Marketing at IAG Consulting (
I think it's time for every experienced business analyst to go out there and interview someone who's new to the profession. It's easy to get caught up in the daily grind and lose your perspective on the industry. So last Friday I caught one of the newest members of the analyst community unawares and decided to pick his brain on his perceptions after two full months in the trenches of our industry with a pretty simple question: "After two months doing this, what were your big AH-HA realizations?"
This Thing's an Iceberg
"It's everywhere." That's the funny thing about business analysis; it looks small on the surface, but it touches a lot of things beneath the surface. Business, technology implementation, understanding how processes work, getting people in agreement on how processes are improved, it's a lot of stuff! At first you look at it and say, "OKAY, business requirements, got it - it's about business requirements." Then you start to see all those other touch points that are wired into the fabric of how businesses work, and you start to realize just how big this thing is. That is really cool!
The Impact is Huge
Business analysts really change how businesses perform and not in little ways. In a big way! Business analysis impacts the success of organizations not just on the project front, but it also changes an organization's ability to achieve its objectives in a meaningful way. Right down to changing overall corporate financial performance and the speed of response to market, analysts matter. This is not an IT thing, it's a business success thing.
There's a Whole Community Here
There are a whole lot of websites dedicated to this stuff, tradeshows, a professional certification, consultants, software tools. It's a community - an industry - and it's big. Who knows about it?
The new BA's final thought was, I think, the one that struck home for me the most: most people have no idea our multi-billion-dollar industry exists. He's right; if you ask the average Joe on the street, what's a business analyst, he'd probably shrug. If you ask several thousand university graduates, what's a business analyst, how many would know and aspire to that profession? Even as companies realize that the skills of a capable business analyst are the very skills lacking in the executive ranks of so many corporations. How many people see business analysis as the starting point their career path? Not many. Perhaps so few of the general population know about business analysts is because it's pretty easy to visualize the value of other business functions like marketing, sales, operations, HR or finance; but, what's a business analyst? What do they do?
Isn't it past time we came out of the closet as an industry?
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Comments (14)
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written by jborden, June 01, 2010
I have been gainfully employed in this invisible industry for 18 years. Like many, I originally fell into it by accident.
Fresh out of college in 1992 when I was an entry level retail banking service representative, I was called off the front line for a limited term assignment (which turned out to be a permanent career move) to help with a "big computer" project. I was chosen because I had good critical thinking skills and was known as being a bit "techy". I did not know it at the time...but that project manager was ahead of her time, setting up a group of knowledgeable users to be the analysts.
Ever since that first project, I have served in the Business Analyst function (and Project Manager functions) with more titles that I can possibly remember. During my tenure as a BA, the PMI created the existence of a Project Management Community of Practice which has helped the PMs come out of the closet and set the standard for the industry. Since the evolution of the certified PM, I have consistently been encouraged to become a PM. And though I am PMP certified, I have chosen to remain a BA. Finally in the past 4 years IIBA has been trying to create the same type of industry standard for BAs, that PMI did for PMs. I am in support of the IIBA, although I have not yet sought their certification. I think it may take longer for the concept of the BA role to take hold in the project world, since our skills and busines value are more difficult to measure than those of the PM world (which consist primarily of schedule and budget). Kudos to all industry practice leaders in leading the BA community out of the closet and into the level of visibility and respect we deserve!
Fresh out of college in 1992 when I was an entry level retail banking service representative, I was called off the front line for a limited term assignment (which turned out to be a permanent career move) to help with a "big computer" project. I was chosen because I had good critical thinking skills and was known as being a bit "techy". I did not know it at the time...but that project manager was ahead of her time, setting up a group of knowledgeable users to be the analysts.
Ever since that first project, I have served in the Business Analyst function (and Project Manager functions) with more titles that I can possibly remember. During my tenure as a BA, the PMI created the existence of a Project Management Community of Practice which has helped the PMs come out of the closet and set the standard for the industry. Since the evolution of the certified PM, I have consistently been encouraged to become a PM. And though I am PMP certified, I have chosen to remain a BA. Finally in the past 4 years IIBA has been trying to create the same type of industry standard for BAs, that PMI did for PMs. I am in support of the IIBA, although I have not yet sought their certification. I think it may take longer for the concept of the BA role to take hold in the project world, since our skills and busines value are more difficult to measure than those of the PM world (which consist primarily of schedule and budget). Kudos to all industry practice leaders in leading the BA community out of the closet and into the level of visibility and respect we deserve!
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written by a guest, June 01, 2010
I used to run the equivalent of what you call the BAO and my team sat within the operational area of the business rather than within a change management team or within a PMO. The group were newly set up as the company had recognised that they wanted professional BAs rather than those who had grown into that title without having the requisite skills. Our team spread the word about the benefits of BAs and created a range of templates and processes which were very successful although now sadly disbanded due to company cuts. As someone who "fell" into the role myself, I agree that the business analyst generally does not get the recognition he deserves but have found through my career that the effective business analyst can generate recognition by putting their skills to use on a daily basis and proving their worth to others.
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written by a guest, June 01, 2010
I really liked this article. "Average Joe's" aside, how many of our immediate and extended family members know what a Business Analyst does? I know I have explained it to my wife a bunch of times, and she is still a little unsure.
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written by Alidad, June 01, 2010
It is always good to hear such refreshing though, many times, we as BA's accept the fact that we are not that much known and try to work out a way through this reality.
However, sometimes it is good to go back and see who exactly a BA is.
The claims we make, like "Process Improvement", "Impact on organisations", "Bringing value to the Business", "Fixing the broken processes", are pretty big claims. Many times, the CEO's or Operational Managers look at us with suspiciousness and ask themselves (although they may never say it loud) what these guys are talking about. Are they trying to tell us that we do not know our job? If this thing was fixable we with years of experience on the field could've fixed it.
I totally agree with "johnstde"'s comments. In fact to big extent, it is our fault in the “BA Community" which we are not promoting ourselves enough.
The issue is, BA as an independent well defined practice is very young. Although Business Analysis is nothing new and there is a BA living in everyone :), but we are a relatively new industry.
In Construction industry, when they talk about an Standard, each an every engineer and even none-technical people know and agree on what that standard is, whether the live in a village somewhere in South America or in heart of NY. However, if you ask 10 BA's what a requirement is; you will get 11 :) different answers.
@johnstde is there any chance you could share any of your presentations? We are trying to do the exact same thing in our company. As we are trying to clarify what is the role of PM's and BA's in our company as there are a lot of overlapping happening there. We are planning to have a BACoE in long term.
However, sometimes it is good to go back and see who exactly a BA is.
The claims we make, like "Process Improvement", "Impact on organisations", "Bringing value to the Business", "Fixing the broken processes", are pretty big claims. Many times, the CEO's or Operational Managers look at us with suspiciousness and ask themselves (although they may never say it loud) what these guys are talking about. Are they trying to tell us that we do not know our job? If this thing was fixable we with years of experience on the field could've fixed it.
I totally agree with "johnstde"'s comments. In fact to big extent, it is our fault in the “BA Community" which we are not promoting ourselves enough.
The issue is, BA as an independent well defined practice is very young. Although Business Analysis is nothing new and there is a BA living in everyone :), but we are a relatively new industry.
In Construction industry, when they talk about an Standard, each an every engineer and even none-technical people know and agree on what that standard is, whether the live in a village somewhere in South America or in heart of NY. However, if you ask 10 BA's what a requirement is; you will get 11 :) different answers.
@johnstde is there any chance you could share any of your presentations? We are trying to do the exact same thing in our company. As we are trying to clarify what is the role of PM's and BA's in our company as there are a lot of overlapping happening there. We are planning to have a BACoE in long term.
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written by ulloaer, June 02, 2010
Well said: "Isn't it past time we came out of the closet as an industry?" I think guys, we're missing some PR, don't you think? This profession is too important to have it hidden in the dark
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written by a guest, June 02, 2010
The IIBA is hard at work on the PR. Make no mistake about that. They are also striving to define the standards. Recognizing that, we each need to join, and get engaged locally. We also need to advertise and advocate internally at our respective firms.
Remember that according to Peter Drucker, "Culture eats Strategy for breakfast." The challenge we face is to work within our respective cultures to advance the strategic impact of the business analysis function.
Whether it's for colleagues, family, or friends, we need an elevator pitch. (as well as solid deliverables)
Our success is up to us.
Remember that according to Peter Drucker, "Culture eats Strategy for breakfast." The challenge we face is to work within our respective cultures to advance the strategic impact of the business analysis function.
Whether it's for colleagues, family, or friends, we need an elevator pitch. (as well as solid deliverables)
Our success is up to us.
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written by charu, June 03, 2010
"I suspect most managers, execs, and internal business customers would have an answer, but I doubt it would be 100% accurate" - I even doubt how many will get it above 60%?
The other reason for this ambiguity is - as BAs, we can identify our deliverables in a project but it is a "very qualitative" path to reach that end result and there is no one way. Along the way, when a BA is working to getting the deliverables completed, there is so many different roles a BA ends up playing and can get mis-interpreted on where the line of responsibility is! And along the way, many times, the BA gets pulled into tangents....... and, end of the day, it becomes part of the BA job!
The other reason for this ambiguity is - as BAs, we can identify our deliverables in a project but it is a "very qualitative" path to reach that end result and there is no one way. Along the way, when a BA is working to getting the deliverables completed, there is so many different roles a BA ends up playing and can get mis-interpreted on where the line of responsibility is! And along the way, many times, the BA gets pulled into tangents....... and, end of the day, it becomes part of the BA job!
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written by Keith_Ellis, June 04, 2010
OK - I'm finally back from the long road trip and there are some great comments to reply to:
- Johnstde: there's some research to help you out on the IAG website. Look for the business analysis benchmark. Specifically, go to the business analysis benchmark stuff. It is always useful if you're trying to work with senior managers that you have an external viewpoint on the impact of requirements maturity on project outcome. (if they don't like the viewpoint, you can also blame me, or send them in my direction)
- Johnstde: there's some research to help you out on the IAG website. Look for the business analysis benchmark. Specifically, go to the business analysis benchmark stuff. It is always useful if you're trying to work with senior managers that you have an external viewpoint on the impact of requirements maturity on project outcome. (if they don't like the viewpoint, you can also blame me, or send them in my direction)
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written by Keith_Ellis, June 04, 2010
Jborden - "Kudos to all industry practice leaders in leading the BA community out of the closet and into the level of visibility and respect we deserve!" I agee.
To the two guests:
"but have found through my career that the effective business analyst can generate recognition by putting their skills to use on a daily basis and proving their worth to others." I like this sentiment a lot
"I have explained it to my wife a bunch of times, and she is still a little unsure". - lol ya, I know the feeling. Although she's also taught me to simplify my explanation when we're out socially. It's probably a good litmus test... if you can explain it at a party and not bore your guests, you've probably nailed the value proposition.
Alidad - "The issue is, BA as an independent well defined practice is very young. Although Business Analysis is nothing new and there is a BA living in everyone :), but we are a relatively new industry." If we go back far enough, it would be time an motion studies or business process reengineering. If you're looking for presentation content - send me a note, there's a presentation on setting up COEs I gave at BA world in Toronto if you want the slide deck, I'll send it to you. You might already have my email, but you could also contact me through the contact us on the IAG site www.iag.biz
Ulloaer "I think guys, we're missing some PR, don't you think? This profession is too important to have it hidden in the dark" ... ya. Too bad the guys at staples/business depot thought of the easy button first.
"I even doubt how many will get it above 60%?" It's actually remarkable the change that happens in organizations sometimes. Executives are universal in their need to meet business objectives and when they find out there is a resource that has skills that can play a role in making this happen, they can get on board pretty fast. We've seen organizations go from having essentially no demand for analysts to making it a priority to staff it up on every project they're running. Great comment on the role variability btw - it's very hard to be expert in everything.
To the two guests:
"but have found through my career that the effective business analyst can generate recognition by putting their skills to use on a daily basis and proving their worth to others." I like this sentiment a lot
"I have explained it to my wife a bunch of times, and she is still a little unsure". - lol ya, I know the feeling. Although she's also taught me to simplify my explanation when we're out socially. It's probably a good litmus test... if you can explain it at a party and not bore your guests, you've probably nailed the value proposition.
Alidad - "The issue is, BA as an independent well defined practice is very young. Although Business Analysis is nothing new and there is a BA living in everyone :), but we are a relatively new industry." If we go back far enough, it would be time an motion studies or business process reengineering. If you're looking for presentation content - send me a note, there's a presentation on setting up COEs I gave at BA world in Toronto if you want the slide deck, I'll send it to you. You might already have my email, but you could also contact me through the contact us on the IAG site www.iag.biz
Ulloaer "I think guys, we're missing some PR, don't you think? This profession is too important to have it hidden in the dark" ... ya. Too bad the guys at staples/business depot thought of the easy button first.
"I even doubt how many will get it above 60%?" It's actually remarkable the change that happens in organizations sometimes. Executives are universal in their need to meet business objectives and when they find out there is a resource that has skills that can play a role in making this happen, they can get on board pretty fast. We've seen organizations go from having essentially no demand for analysts to making it a priority to staff it up on every project they're running. Great comment on the role variability btw - it's very hard to be expert in everything.
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written by Dalex, June 06, 2010
Keith, you touched a pretty sensitive point about BA as a driving force in the modern entities.
Unfortunalely, the whole article sounds like a complaint that BAs are not regonised enough. Well, it is all in our hands.
Delivering extra value to business thru BA activities, making enterprises more efficicent and stakeholders a bit happier is the only way to get recognised amongst others!
And please, don't expect "ah-ah" results from the young BAs. To get these results under the belt, time and field experience are required.
Unfortunalely, the whole article sounds like a complaint that BAs are not regonised enough. Well, it is all in our hands.
Delivering extra value to business thru BA activities, making enterprises more efficicent and stakeholders a bit happier is the only way to get recognised amongst others!
And please, don't expect "ah-ah" results from the young BAs. To get these results under the belt, time and field experience are required.
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written by Keith_Ellis, June 07, 2010
Hi Dalex,
I'm a big believer in "it is what it is" and being an honest observer. Only in this way can we identify situtations that can be remediated and positive actions for moving forward. Past is past - no point harping on it. I happen to agree that the future is in the hands of those in the profession today - but I'll extend this to also say the future is in the hands of those we lead into the profession in the future as well.
If I chose to aspire to be a doctor, the path of education and preparation for that career is fairly well understood. There are doctors all along the spectrum from preparing for the career to preparing to exit the career after a long tenure at the top of a specialization. I do think we need to listen closely to the next generation of BAs and understand what will engage and attract this professional. If a brilliant young MBA (or whatever was the appropriate feeder degree program) wanted to be a BA, how would they ever get into that career track and how would they advance along it? If this person were retiring as a BA but staying with the company, what is the likely next step in their career? Granted, the profession of medicine has had a few more centuries to mature versus business analyst - but I think there is something to learn in the example.
Personally, I think the career story needs to be compelling for the best and the brightest if we really want to transform the industry long term. I also think there is a logical 'up and out' motion needed to propogate people who believe in the role of a BA into the senior manager ranks. Unfortunately, I think at most companies BAs are a closed community and the professional development is simply not there to take a junior BA (intern) and mentor/advance them through to senior pratitioner systematically.
I'm going to disagree with you on not expecting ah-ha moments from young BAs, the industry needs this just as badly as it needs the greyed veteran such as yourself slugging projects pitched your way out of the park.
I'm a big believer in "it is what it is" and being an honest observer. Only in this way can we identify situtations that can be remediated and positive actions for moving forward. Past is past - no point harping on it. I happen to agree that the future is in the hands of those in the profession today - but I'll extend this to also say the future is in the hands of those we lead into the profession in the future as well.
If I chose to aspire to be a doctor, the path of education and preparation for that career is fairly well understood. There are doctors all along the spectrum from preparing for the career to preparing to exit the career after a long tenure at the top of a specialization. I do think we need to listen closely to the next generation of BAs and understand what will engage and attract this professional. If a brilliant young MBA (or whatever was the appropriate feeder degree program) wanted to be a BA, how would they ever get into that career track and how would they advance along it? If this person were retiring as a BA but staying with the company, what is the likely next step in their career? Granted, the profession of medicine has had a few more centuries to mature versus business analyst - but I think there is something to learn in the example.
Personally, I think the career story needs to be compelling for the best and the brightest if we really want to transform the industry long term. I also think there is a logical 'up and out' motion needed to propogate people who believe in the role of a BA into the senior manager ranks. Unfortunately, I think at most companies BAs are a closed community and the professional development is simply not there to take a junior BA (intern) and mentor/advance them through to senior pratitioner systematically.
I'm going to disagree with you on not expecting ah-ha moments from young BAs, the industry needs this just as badly as it needs the greyed veteran such as yourself slugging projects pitched your way out of the park.
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written by Alidad, June 09, 2010
One thing I don't understand about IIBA is that why they don't make BABOK available to Public. I am not saying to make it a Wiki base document (and why not) but for example, CMMI is publicly available and is for free.
So much for an organisation which expects collaboration from Business!!
So much for an organisation which expects collaboration from Business!!
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written by a guest, June 23, 2010
Agree with @Alidad that there should be some standard body of knowledge publicly available or a lite version for those wishing to enter the industry as I am. I guess in this case though this what your membership fees to the IIBA pays for.
Keith's article really appeals to me as these are some of the factors that draw me to being a a business analyst.
It does surprise me the amount of people that tend to fall into the role though, and sometimes it can seem a little unclear the path to take to become a BA, the majority of courses and qualifications seem aimed towards experienced professionals.
Keith's article really appeals to me as these are some of the factors that draw me to being a a business analyst.
It does surprise me the amount of people that tend to fall into the role though, and sometimes it can seem a little unclear the path to take to become a BA, the majority of courses and qualifications seem aimed towards experienced professionals.
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I suspect most managers, execs, and internal business customers would have an answer, but I doubt it would be 100% accurate. This lack of understanding of the job and its deep impact (love the iceberg analogy) makes it difficult for a BA to get the respect and authority needed to do the job right.
Too many companies have a vast range of BAs, some who have BA titles but do tech support and admin work, some who start as true BAs but end up doing full time tech support, and some who struggle to maintain their BA responsibilities while fighting being inundated with mundane requests, like babysitting the developers.
In this environment, when a BA gets a project, he/she has no idea what level of expertise is going to be needed. It is a journey into the abyss. It is extremely difficult if a director or executive decides they know best and they take over your meetings and dictate when/what you do next. There is often no recourse but to watch your project go down a long, slow slide.
To try educate the masses, I have created presentations for my customers on “What to expect from your BA”, and for my class on “BA Roles and Responsibilities”, but all of these have only limited success as without real changes in our relationships, we are doomed to live in never-never land.
I firmly believe there should be a BA office, same as there is a PMO. Some people think a BAO should report to the PMO, but I disagree. The latitude, if you will, that BAs need to get the job done does not play well with the PMO’s type of structure. A partnership, yes, reporting structure, I say no. BAs need to set up and run their own meetings, create and present their own presentations, create customized plans for each project, along with timings, receive training so they know the icebergs under the water and their connections and finally they need authority to be equal to their responsibility.