Skip to main content

Tag: Business Analysis

BATimes_Oct03_2024

The Hidden Cost of Side Quests: How BAs Can Protect Their Time

Back in the late 2000s, I started a new job, having worked for my previous employer for a long time. It was a really weird feeling—I can still remember entering the building, being assigned a desk, logging in and there being virtually no email for me.

I was already assigned to a project, and I was introduced to a key stakeholder. It was a fairly small project, albeit with some hidden complexity. Working with the project team, we got it done, and the analysis work was done pretty quickly.

Partly, this was because I was new and keen to make an impression. But, on reflection, another reason I was able to get the analysis done quickly was (as a new team member) I didn’t yet have the overhead of a whole number of ‘side quests’ that tend to accumulate over time.

 

What Type of “Side Quests” might a BA be drawn into?

I don’t know about you, but I’ve been drawn into a whole range of other activities. Often there are good reasons for this, but sometimes I can’t help but think that what I’m really doing is filling a gap in the organizational structure.

Examples might include:

  • Providing production support to production systems: (“You wrote the requirements, you know how it works…”). This might be genuinely useful and necessary in a transition period, but I suspect a few people reading this are still supporting some elements of a system they worked with years ago, and that sounds like gap filling!
  • Quality assurance: BAs absolutely can feed into testing. Yet, as much as I’ll give some (very limited) testing a go, I know that I am not a professional QA engineer, I have a different skill set. In fact, I love working with QA colleagues, as they will often help me sharpen my game by reminding me that quality assurance is about a lot more than testing, and they can provide useful peer reviews on requirements artifacts too.
  • Messy workarounds: If there’s a ‘temporary’ workaround, it might make sense for a BA to help operationalize it. Yet, issues occur when the organization decides that workaround isn’t ‘temporary’, and three years later somehow you’re still lumbered with the task of deciphering operational data via an unmanageable spreadsheet with macros…and everyone is shouting that they need it ‘today!’

 

In all of these cases, it can be valid for BAs to be involved for a limited amount of time. Context is everything. Yet, being drawn in for too long, or finding that it becomes a permanent part of your repertoire could be damaging.

Put differently: If a BA ends up providing perpetual informal production support for every system or process they are involved with changing or deploying, then they have less capacity to do business analysis after every project. There will come a time when their role is more support than analysis.

 

Advertisement

 

Saying “No” by giving options

The challenge, though, is that these ‘side quests’ often are important to someone, and might be crucial to the organization, which makes them hard to say no to. A key question here is around prioritization: are they as important as the project work. Or put differently: should the project work be delayed, to create space for the side quest.  If a project is the priority, then this might mean saying no to a side quest or two… but that can be hard.

So what approaches are there for saying “no” constructively?

 

I live in the UK, and if you’re not familiar with our culture, it’s somewhat indirect.  In fact, when I say “somewhat indirect”, what I actually mean is “completely indirect to the point I literally don’t know how non-native English speakers decode what we are trying to say most of the time”.  So, as you can imagine, a curt “no” can be tricky. What follows is written through the lens of a UK citizen, things might be different where you are.

With regards to saying “no”, I once had a fantastic manager who gave the following advice which has always stuck with me:

“Try not to say ‘no’ outright, unless you really need to. Instead, find a way of saying ‘yes’ by giving implications and options”

 

This might sound like:

“Yes, I could absolutely take a look at that production support issue. That’ll likely take around half a day, which will delay a core project deliverable. Shall we go and speak to the project manager to ensure that’s OK? If it isn’t, perhaps I could ping you over some documents that might help, and I’ll be on hand for any quick queries?”

“Yes, I can certainly continue to help with the manual workaround. However, I’m likely to be a bit of a bottleneck, due to project work, which is always going to take priority as it’s my core role. I wouldn’t want to delay you. How about I train one of your team? I could also make a quick video of the process, so they have something to refer to. Then you’re in complete control”

 

Sometimes It’s a Hard “no”

While the approach described above will work in many situations, there will be times when a hard ‘no’ is necessary. In those cases, in my experience, it’s best to be direct (however uncomfortable that is). I have been amazed that often when I say no, and give the reasons, people are actually extremely understanding. Even if they aren’t, it’ll be some short-term discomfort while the issue is discussed, instead of long term pain (if you’ve ever taken on too much work, you’ll know how painful that feeling of overwhelm can be!).

Ultimately, whether to say ‘no’, and how to say it varies depending on context. You have to do what’s right for you. I hope this blog has given you some food for thought!

BATimes_Sep25_2024

Do You Need a Degree to Become a Business Analyst?

While considering the educational qualifications to become a business analyst, an obvious question that may come to your mind is if having a degree is absolutely necessary. Traditionally, degrees in areas like finance, economics, IT and business have been the standard route to becoming a business analyst. However, today’s professional landscape is more flexible, which recognizes that a degree does lay a strong educational base, but it is not the only path to make a career in business analysis.

Employers across industries are putting greater emphasis on practical experience, strong communication skills and problem-solving abilities for conveying complex ideas in an effective manner. This, in turn, has opened the door of opportunities for individuals who can showcase their expertise through self-driven learning, mentorship, hands-on experience and industry-recognized business analysis certifications.

 

The Shifting BA Educational Trend

The business analyst’s academic scene has seen a revival over the last few years, emphasizing on a balance of mainstream education and hand-on experience in the field. Although a degree in IT or business is still important, the significance of interdisciplinary abilities as well as the ability to integrate insights from diverse sources is constantly on the rise. This shift highlights a greater recognition of problem-solving skills, analytical thinking abilities and expertise in communicating complex ideas lucidly.

What’s Important with Respect to BA Education:

  • Business Expertise and Analytical Skills: Typically acquired through studies in finance, business, economics or practical experience in the field.
  • Technical Acumen: Crucial for roles involving IT systems or data analysis; usually acquired through hands-on technical experience or IT-specific
  • Communication and Interpersonal Skills: Essential for managing stakeholders, often developed in social sciences, liberal arts or other similar fields.

Forging the Path to Professional Development in Business Analysis:

  • Relevant Work Experience: Gained by working in areas like project management, data analysis or business operations.
  • Lifelong Learning: Keeping up with industry trends through business analysis courses, business analyst certifications and industrial workshops.
  • Professional Networking: Connecting with the business analysis community for mentorship and knowledge sharing.

 

Most Common Degrees for Business Analysts

Although a formal degree is not always mandatory for a business analyst career, understanding the educational background of professionals in the field can offer helpful insight for aspiring analysts. A degree can provide essential skills and knowledge that are advantageous for succeeding in the role.

  • Business Administration
  • Finance or Economics
  • Information Systems or Computer Science
  • Statistics or Data Science
  • Project Management

 

Popular Majors for Business Analysts

These majors are especially well-suited for the diverse responsibilities of a business analyst, as they offer the essential knowledge and skills required to thrive in this job position.

  • Information Systems
  • Marketing
  • Business Administration
  • Finance
  • Data Analytics or Statistics
  • Operations Management
  • Computer Science

 

Popular Minors for Business Analysts

Choosing the right minor can give you a competitive edge by enhancing your expertise in the areas that complement the role of business analyst. Below are some of the most popular and beneficial minors for those looking to excel in the field of business analysis.

  • Psychology
  • Information Systems
  • Statistics or Data Analysis
  • Economics
  • Communications
  • Project Management

 

Advertisement

 

Why Should You Pursue a Degree for a Business Analyst Career?

Pursuing a business analysis degree is a smart choice for professionals aiming to thrive in a career that bridges business operations and technology. A specialized degree in this field offers a competitive advantage in an industry that values expertise tailored to this important role.

A business analysis course allows students to develop a thorough understanding of essential concepts like data analysis, requirements gathering, solution assessment and process modelling. This expertise equips them with the methodologies and tools critical to succeed as a business analyst. Additionally, BA degree courses usually include case studies, internships and real-world projects, which enables them to apply their theoretical knowledge to practical business challenges.

  • Facilitating Career Switch and Growth: A specialized degree in business analysis works as a stepping stone for people transitioning to business analysis from another career. This provides them with the essential skills and insights needed for a smooth and successful transition.
  • Networking Opportunities: In addition to acquiring skills and knowledge, a recognized business analysis degree offers valuable networking prospects. Students can interact with industry professionals, build connections with like-minded peers and engage with experienced faculty through events and guest lectures.

 

 

Degree Alternatives for a Business Analyst

Exploring alternatives to a traditional business analyst degree can be a strategic choice for many aspiring BAs. This approach often allows for a more flexible and experience-focused path, which is essential in a field where practical skills and the ability to adapt to changing business needs are highly valued. Here are several viable alternatives that offer both learning and hands-on experience.

  • MOOCs and Online Courses: MOOCs and online learning platforms provide a diverse selection of business analysis courses. These programs often include case studies and interactive projects that enable students to apply theoretical knowledge to real-world scenarios.
  • Workshops and Bootcamps: Workshops and bootcamps provide intensive learning experiences typically compressed into a few weeks or months, which focus on practical business analyst skills.
  • Professional Certifications: Industry-recognized BA certifications, including Certification of Competency in Business Analysis (CCBA), Agile Analysis Certification (IIBA-AAC) and Certified Business Analysis Professional (CBAP) offers specific knowledge that one can acquire faster, compared to a conventional BA degree.
  • Side Projects and Self-Learning: Self-directed learning by attending webinars, reading industry publications and keeping pace with the latest business trends is an effective way to enhance your BA knowledge. Engaging in projects, like volunteering to analyse data for non-profits or starting a business analysis blog can offer concrete proof of your skills to potential employers.
  • Networking and Mentorship: Establishing a professional network and finding mentorship can be just as important as formal education in the field of business analysis. Connecting with experienced analysts via professional forums, platforms such as LinkedIn and networking events can offer career guidance, potential job opportunities and valuable industry insights.

 

Building a Career in Business Analysis without a Degree

Pursuing a career in business analysis without a traditional degree calls for a strategic approach and the ability to highlight your unique strengths. Here are some practical tips to help you succeed in a business analysis role without formal academic qualifications.

  • Gain Practical Experience: Look for opportunities to work on business analysis tasks, even if they are outside of your official responsibilities. Volunteer to document processes, analyze data or oversee small projects within your company. This hands-on experience will aid you in showcasing your analytical prowess and understanding of business operations.
  • Build Essential Skills: Focus on developing key business analyst skills including requirements gathering, data analysis, stakeholder management and process mapping. Use tutorials, online resources and free courses to enhance your skill set. A strong skill set can often make up for a lack of formal education.
  • Develop a Professional Portfolio: Create a work portfolio that features process improvements, case studies and projects you have worked on. Highlight efficiency improvements and measurable outcomes. A well-presented portfolio can showcase your hands-on experience and problem-solving abilities to potential employers.
  • Network and Find a Mentor: Building connections is essential in this field. Join online communities, attend industry events and connect with domain experts on LinkedIn. Having a mentor can offer valuable guidance and insights while helping you get access to new opportunities.
  • Stay Updated on Industry Best Practices: The field of business analysis is constantly evolving, with the emergence of new methodologies and tools. Stay informed by joining BA communities, reading industry blogs and attending workshops and webinars to stay on top of everything.
  • Learn Lean and Agile: Familiarity with Lean and Agile principles is extremely important for business analysts. Try developing an understanding of how these methodologies can enhance business processes while delivering. value
  • Pursue Business Analysis Certifications: Business analyst certifications like the ECBA or CBAP can boost your credibility. While they might not be able to replace a degree, they can demonstrate your commitment to the role while providing an acceptable level of knowledge that employers appreciate.
  • Emphasize Transferable Skills: If you are considering a change in career, it is recommended to highlight your transferable skills like problem-solving, communication and critical thinking. Such skills are highly valued in business analyst roles and may compensate for the absence of a formal degree.
  • Master Analytical Tools: Become proficient in tools, commonly used by business analysts, such as SQL, Microsoft Excel and business intelligence solutions. Demonstrating technical expertise can make you a more attractive candidate in the eyes of employers.

 

 

To Conclude

Although a University degree can provide a solid analytical foundation, it is not a necessary requirement for becoming a business analyst. The role places a high emphasis on problem-solving abilities, practical experience and data interpretation expertise, necessary to make informed business decisions.

While a degree offers networking opportunities and formal education, many business analyst skills can be gained through specialized training, certifications and hands-on experience that may be more affordable and time-efficient for some professionals.

Ongoing learning is crucial for a business analyst role. The field requires a strong grasp of changing business landscapes, emerging technologies and data analytics. Staying current through certifications, courses and industry events may help BAs adopt new tools and methods and follow best practices. This allows them to deliver valuable insights and drive strategic decisions in today’s dynamic business environment.

BATimes_Sep18_2024

Transition Requirements – The Key To Adoption

The key to adoption. Don’t forget the obvious.

 

As a Business Analyst at heart, requirements play a part in my everyday life. Much to the annoyance of those closest to me, I’m wired to think of everyday activities in terms of requirements 😊

However, transition requirements are sometimes elusive, even to those of us with a couple of decades of experience. But – they are the key to adoption!

A quick little story time…

When my daughter went to her first school, we spent weeks preparing; we got her a backpack and matching lunchbox, new school clothes, new shoes, and a sleeping mat, and we even planned a lunch and snack menu! I even read the school handbook, multiple times! At 3.5 years old; she’s spent her entire life with just the three of us. She never went to a daycare, so this was her first school-like experience, and we were ALL excited! Nevertheless, in all that preparation, we neglected a key piece of information – WE would not stay with her at school.

As we unbuckled her, with excitement beaming from her eyes, she stated “Mommy, we are all going to have so much fun today!”. At that moment, I knew I missed a key piece of information that was going to completely change how the rest of the day went. Oops! And it did…she was distraught! Then I was too!

In all my functional preparation, I neglected to operationalize her new school experience. I completely missed considering my key stakeholder’s transition!

Even with over 18 years of requirements management experience, I forgot the obvious. This is your call to action – don’t forget the obvious!

 

What are transition requirements?

Transition Requirements (or Transitional Requirements) are like NFRs (Non-Functional Requirements), in that they are often missed in the design and development processes.

As the name suggests, these are the requirements that will ensure a successful transition from the current to the future state.

 

Why are they important?

Without a plan to transition from the current state to the future state, adoption will surely slow if not stop entirely. You as the Product/Project Manager may be excited about this change, but excitement alone doesn’t cross the finish line!

A transition (or migration) will likely impact other business units and processes. For example, a customer may need to upgrade a current licensing agreement to transition to a new solution. Do you wait to transition them? What is the impact of waiting? Are there legal implications? Is additional training required?

Additionally, on the softer side of a transition, is understanding the change curve. Especially when it comes to process or culture-related changes, transitions can be very difficult. People are creatures of comfort – i.e., creatures of familiarity. And change is unfamiliar….it is uncomfortable. Having a good understanding of change management can help ensure there aren’t gaps in the transition plan and requirements.

 

How does that tie into overall value?

Value is realized when the solution is adopted. A single transition requirement alone does not generally provide quantitative value. However, the overall plan and requirements’ existence provides a qualitative value by ensuring a successful transition can happen – leading to better adoption and ultimate solution value realization.

 

Advertisement

 

Technique for gathering Transition Requirements?

Transition requirements should only be defined once the final solution is known. It doesn’t need to be fully implemented, but it must be known.

Unlike functional (or stakeholder) requirements, these are typically not willingly disclosed or stated by the business or users. Because of this, my favorite technique to start with is questions; to elicit information to then derive the transition requirements from that information. It is important to have a listing of questions to start with, but also being present in the discussion will help uncover additional questions to minimize gaps and assumptions.

Some sample questions and follow-up questions are noted below:

  • Are there any user skill gaps that need to be filled to operationalize the new solution?
    • Is this a training we can provide, or do we need outside help?
    • What is the cost of this effort?
    • What type of internal messaging is required?
  • Is there any data that needs to be migrated from the current to the future system?
    • If so, how can that be done?
    • Migrate all data? Only some data?
    • Does data need to be transformed?
    • How long to prep? Migrate? Validate?
    • Are there any regulatory requirements for transmitting the data?
    • What are the ideal timelines?
  • What is required to retire the current solution?
    • Can it just be turned off/eliminated?
      • Do user accounts need to be deactivated?
    • Is there a cost associated with terminating (or ending early)?
    • Will data need to be deleted? Can it (contractually) be deleted?
  • What processes need to change to implement the new solution?
    • How/when will this process change happen?
    • How/when will it be communicated?

 

Additionally, think about the differences between the two solutions/states. Then identify some questions, even if they seem silly, to help elicit information. Listed below are a couple of sample projects with a few starting questions:

 

Set your launch up for success by not forgetting the obvious – Transition Requirements.

BATimes_Sep05_2024

The Myth of Multi-Tasking

So, you think you are good at multi-tasking. Perhaps you even list it on your CV. Multi-tasking seems like a “must have” skill in this busy world we live in, but instead of helping you get-ahead, is it actually holding you back?

 

Multiple projects/ multiple priorities

Everything is high priority, and everything is urgent. The Eisenhower Matrix is great in theory, but most of us have no-one to actually delegate anything to! The urgent drowns out the important, but everything on our list ‘must be done’.

Many BAs work across multiple teams or projects, which can be great, as it gives us variety in our work, different challenges, different stakeholders and plenty of opportunity to learn.

HOWEVER! The reality of working in this way is that your stakeholders don’t know or care that you are spinning many plates and expect outputs and answers at the same speed.

 

Notifications

Email. Teams. Slack. Chat. We have messages and notifications flowing in from multiple channels, and they often cause us to stop what we were doing/ thinking/ saying to instantly investigate. Most of these do not really need instantaneous action. Remote working has normalized being in meetings, whilst ‘simultaneously’ checking emails and responding to messages via many channels.

The instant message fallacy: just because a message arrives instantly, does not mean it needs an instant response.

Notifications are impacting the quality of our attention, our creativity and productivity.

 

Context Switching

Allowing ourselves to be distracted (or ‘notified’) seriously disrupts our ability to think, plan and decide. Moving between different apps, topics, tasks and projects requires time for our mind to adjust to the change and ‘tune in’ to the new activity. We typically underestimate how long this mental adjustment takes.

The cost of context switching is significant. We can lose a massive chunk of our day by trying to multi-task. “Each task switch might waste only 1/10th of a second, but if you do a lot of switching in a day it can add up to a loss of 40% of your productivity” (Psychology Today, 2012).

Moving between different levels of detail is particularly taxing for our brains. This is something BAs are doing regularly. We might move from a kick-off meeting for a new piece of work, which requires strategic thinking and creativity, to a clarification session looking in detail at requirements and issues, which involves recall, lateral thinking and problem solving. Wondering why you are feeling so exhausted when you have just sat still all day? We are firing up many parts of our brain, using different cognitive functions and not allowing ourselves any time to recover and recharge.

 

Advertisement

 

Flow

There is a brilliant video by Henrik Kniberg, which contains everything you need to know about:

  • work in progress
  • productivity
  • saying no (or not yet)
  • context switching
  • multi-tasking.

It emphasizes the need to get things done, before you start doing something else. It’s better for you, and it’s better for all the stakeholders you are trying to keep happy (yes – even the ones who have to ‘wait’).

 

Accomplishment

Constant interruption and inching forward affects how we see ourselves, our levels of motivation and our sense of accomplishment. Counter-intuitively, getting stuff done gives us the energy to get more stuff done. Failing to make real progress saps our energy and makes it harder to be motivated and effective. We all get a sense of satisfaction from completing tasks on our to-do list. The more attention we give each task, the more tasks we can achieve. We can still have multiple tasks on the list, or multiple projects on the books at the same time, but we need to manage our time across these activities and avoid unnecessary switching (of both projects and levels of detail).

 

Conclusion

Given the complexity of most projects, in terms of interdependencies, stakeholder relationships and technical challenges, we really need to be paying attention to the task in hand.

Research from Stanford University shows that trying to talk, read, process and respond using multiple channels (i.e. meetings, emails and messages) actually lowers our IQ!

Simple steps can make a big difference. Protect chunks of time. Turn off notifications. Manage your diary to avoid unnecessary context switches. Take a lunch break.

We all need to comprehend that the once prized skill of “multi-tasking” is actually a sophisticated and covert form of procrastination, and it’s making us less intelligent and effective.

 

Further reading

Notification fatigue is tanking productivity: HR Dive, 2022
Multiple WIP vs One Piece Flow Example: Henrik Kniberg, 2020
Context switching is killing your productivity: Asana, 2024
Media multitaskers pay mental price, Stanford study shows: Stanford Report, 2009
BATimes_Aug28_2024

Navigating Multiple ‘Right’ Answers in Business Analysis

We’ve probably all experienced situations where there are multiple ‘right’ answers to a question. This is particularly true with questions that appear straightforward, but actually hide significant nuance. Let’s take a seemingly simple question;

“Who released the song ‘The Boys of Summer’?”

 

If you know the answer, you might instinctively reply “Don Henly”. However, if you said The Ataris, or DJ Sammy, you’d also be correct, all of these bands/artists have released the song. Depending on when you were born and the type of music you listen to, you might be familiar with one, many or none of those tracks. You might even know of other versions!

Equally, you might have interpreted the question ‘who released this song’ as relating to the record label or promoter. So you equally might have responded “Geffen” or “Universal Music Group”, and you’d have been correct…

If it’s hard to get a single ‘right’ answer to a seemingly simple question like the one mentioned above, what hope do we have when undertaking requirements elicitation? We might be seeking to understand how a particular process works today, how things could be improved, or perhaps we’re wanting to understand potential requirements for an IT system. People are naturally going to have different opinions and experiences.

Yet if different people have different ways of undertaking the work, or if there are different views on what ‘good’ would look like, what do we do? How do we avoid missing (or misunderstanding) crucial information?

 

Advertisement

 

Avoiding Elicitation Woes

There’s no silver bullet, but three key considerations are specificity, multi-sourcing and modeling.

Firstly, it’s worth thinking about the specificity of any elicitation activity. By this I mean what level of granularity are we seeking. If we are at the very beginning of an initiative, we might be seeking answers to very big, macro-level questions. These will help us determine what direction we should take and where we should follow up. By their nature, these questions are big and fluffy, and there can be a tolerance for error in the answers. “Do you think the claims process works well?” is a big, broad, question. If the answer is “no” then it gives us something to follow up on.

 

Equally, as we get closer to granular requirements, we ought to be seeking very specific information. It’s crucial to actively seek to understand key terminology and probe into specific areas. We might probe into particular areas where improvements are necessary, and this is likely to require uncovering more and more detail. Feeling empowered to ask “what do you mean by that?” is a must.

Specifying contextual information such as the timeframe or situation is key. “In 2003, which band released ‘The boys of summer’ from their album ‘So Long, Astoria’” is a more specific question than the one mentioned at the beginning of this article. Equally “once a potential insurance claim has been reported by a policyholder by phone, what determines what happens next? What rules or decision logic are applied, and how?” is a more specific question than simply asking “what happens with claims?”.

 

Embrace Multiple Sources

However much specificity we gain, rarely will one person (or team) have a full view of a situation or process. Seeking multiple sources of the ‘truth’ is important. How a procurement process works, and whether it is efficient or not, will depend on who you ask. A procurement team might think its processes are very efficient, but managers from other departments trying to procure services might disagree as they feel procuring a product or service takes too long. External service providers might have a different view, particularly if their invoices aren’t paid on time!

Understanding different stakeholders’ perspectives will help to gain a 360 degree view. This helps avoid situations where an improvement is implemented that works very well for one group, but makes life much harder for others.

 

Modeling for Validation

Elicitation and modeling are sometimes seen as separate activities, and I have never understood why. I’m sure I’m not the only person who has sat with a stakeholder and sketched out a process, then quickly shown my sketch and said “is that what you mean?”.

Creating informal models is a great way of ensuring that everyone is on the same page, and also a great way to spot gaps. It might identify that there are different teams undertaking a process in different ways—and one way of improving the situation might be to unify this.

Not only this, but having some kind of model to point at ensures that areas of agreement/disagreement can be clearly highlighted. Creating a shared model, whether that’s an ‘as is’ or a ‘to be’ model, ensures that people are on the same page. It helps avoid situations where everyone appears to agree, but different stakeholders have slightly different views on what should be done.

 

The Power of Perspectives

All of this highlights the power of perspectives. Typically different stakeholder groups each know a bit about a particular situation or process. The art is to get enough coverage, enough variety, sufficient perspectives, to see a feasible and desirable way forward.

Doing so will ensure that the end solution or product is one that the stakeholders actually want to use!