Author: Srinivas Laxman


As a Business/Systems analyst or Solutions Architects we are Technical Leaders for the systems we represent to the business.

We have incredible influence on wide range of stakeholders during the analysis, architecture and the end to end solution delivered. We hand hold the business as they try to unravel the incredible complexity IT brings to the table to help deliver the business value. And at the same time we can strive for simpler implementations and identify red flags that could help our development and operations stakeholders.

Here are some of the perspectives that an analyst must be aware of and can use it to further enhance his influence on the project.

Business Perspectives

I have been in several meetings with Business stakeholders where the business language they use for certain features or scenarios are completely different as used by IT stakeholders. These can cause back and forth discussions and confusions during solution reviews. Smart analysts understand this and acknowledge these discrepancies will always exist due to diversity of stakeholders. They will bring these up at the right time and align both teams – there by ensuring both teams are aware and can work around it.

Another of concerns of business stakeholders is the use of excessive technical jargons in the functional requirements which delay the sign off and add complexity. Thus, business greatly appreciates analysts who use the simplest language as possible and whenever required provide clarity on any jargons if used. That way they are not alienated and fully aware of the technical solution they are signing off. You may have seen the internal memo sent by Elon Musk banning all technical jargons at Tesla.

Finally, business always looks for an honest voice, one who brings to the discussion table issues or gaps or critical roadblocks at the right time instead of pushing it under the rug to be discovered later. Such analysts are greatly valued for their strong voice and to help business identify upfront mitigation plans and not at the tail end of the project.