Gather and define business requirements

Key elements to be collected include gathering the requirement specifications; key objectives; relevant background information and references and constraints. Business analysts must be great listeners and not just note-takers and need to be highly regarded by both the business area and IT, so they must quickly acquire a deep understanding of business operations to help effective change.

Develop business case

Keep the business case succinct and clear. Avoid jargon and ambiguities and engage professionals outside the team to proof read the business case or undertake the pencil review. Include measurable benefits and the outcomes to be delivered once implemented and bedded down in production.

Extract information from stakeholders

Often a more difficult task than originally envisaged. The stakeholders are diverse ranging from the senior responsible owner/person accountable down to key operational users of the new system. Stakeholders can often have conflicting views about what is essential and balancing the pent up demands and frustrations of users of past and existing services need to be carefully managed.

Model system requirements

There are many ways to model requirements depending on what method the organisation is using. i. e. conventional data and functional flow diagrams to the more recent User Centred Design as outlined in a recent IBRS article.¹

Confirm solutions

Be clear about what is in scope. Business analysts play a key role to make sure what is essential and delivered as early as possible, but also use their judgement to balance the need to deliver a workable solution whilst minimising the tendency to scope creep.

Project management

In smaller projects the role of project manager and business analyst can be merged, but be wary of task overload and be innovative in bringing in specialist resources to assist and to strengthen both traditional roles. Both roles need to work together in the planning, stakeholder engagement and testing and implementation phases of the project.

Testing and documentation

Business analysts must ensure appropriate testing and documentation is completed. Key documents like the creation of test cases that include what test data is to be created, what preconditions and results are expected. Often the business analyst is the “lead” assisting business users and the IT team in creating all documentation necessary. Remember to include training material in this scope of work.

Fostering trust and confidence

It is necessary for this to be obtained from both the “business unit” and the IT team building and delivering, or sourcing the solution from an external provider

Quick learner and adopter of new approaches

The growth in Agile software development reinforces the need for the business analyst to embrace and explore new approaches. The role of the business analyst in an Agile environment is more of a facilitator and less of a conduit than with the traditional Waterfall systems development life cycle. This shift in responsibilities also requires courage to let go former skills and approaches that are not as relevant today.

Communicating effectively

It isn’t just being able to translate business requirements and desires into business cases, systems specifications or use case diagrams. Successful business analysts use their voices effectively, particularly the tone and inflection to get the point across. Again the need to be an effective active listener to ensure the messages are being understood is key.

Presentation skills

Being able to deliver quality presentations is essential in building trust and confidence. The difficulties can lie in the diverse audience which can vary from project board members, to newer users of the new system apprehensive of change. Presenting confidently and with empathy are ideal strengths.

Dealing with conflict

When project deadlines are approaching and the tension is rising between users and IT, the value of defusing the situation and discussing the issue objectively and clearly is important.

Refresh and update the business analyst portfolio of skills.

The absolute requirement is to stay abreast of new technologies and approaches like moving from Waterfall development to Agile and its variants where the business analyst becomes more of a facilitator or collaborator and plays a greater role assisting the product owner in the shorter iterations of development. The business analysts need to ensure their negotiation and influencing skills are kept up to date. Another example of updating skills is in project management. Successful business analysts work closely with the project manager and are often formally trained in project management. They need to know of the problems that project managers face and adopt good project management practices like working to deadlines.

Network with peers and business forums

Join and interact with user groups like the Australian Chapter of the International Institute of Business Analysis and internal user groups if the internal organisation is sufficiently large.

Self-test relationships with key stakeholders and get a coach

Successful business analysts take time to assess how key relationships with others are going to take time to repair, reaffirm and be built. This self-evaluation is often supported by being mentored or coached to stay sharp with their “soft skills”.