Summary of key points

The first step in mastering business analysis is to acquire a very clear understanding of the work involved and the role of the BA. Business analysis work is performed by many people with various titles but always involves:

• An understanding of the communications gap between business and technology people, and the ability to accurately translate requirements

• Continuous development of knowledge about the business and the skills to develop potential technology solutions

• An understanding of the reporting structure of the organization and the importance of advocating for support of true business needs

• Being passionate about learning and being curious in eliciting requirements and helping business people articulate their needs

• An understanding of the use of the word requirements in the organization and throughout the industry so as to be able to justify the time needed to develop high-quality requirements

• An awareness of business, technical, and project terminology, techniques, and best practices

Figure 1.5: BABOK Connection Example

Bibliography

Anders Ericsonn, Karl (2006). The Cambridge Handbook of Expertise and Expert Performance. Cambridge University Press.

Bonnstetter, Bill and Judy Suiter (2004). The Universal Language—DISC. Target Training International.

Carnegie Mellon University, Software Engineering Institute. The Capability Maturity Model (www.sei.cmmi.edu/cmmi).

International Institute of Business Analysis (2008). The Guide to the Business Analysis Body of Knowledge (BABOK). Version 2.0 Draft for Public Review.

Morello, Diane and Michael J. Belchar (2005). Research Paper: Business Analysis Placement, Competencies and Effectiveness. ID Number G00126718. Gartner.

Project Management Institute (2004). A Guide to the Project Management Body of Knowledge. Third Edition.

Chapter 2: Know Your Audience overview

It may be bold to say, but understanding your stakeholders is more important than understanding a whole list of requirements and analysis techniques. If you know the motives of everyone on your project, along with their skill sets, most of the questions about how to elicit and represent requirements will be answered for you. It is critical to know your audience because the most important skill of a business analyst (BA) is effective communication. To be most effective, communication should be tailored to and for each person with whom you communicate.

The Project Management Body of Knowledge (PMBOK®) defines stakeholders as “persons and organizations . . . actively involved in the project or whose interests may be positively or negatively affected by the execution or completion of the project.” To a BA, a stakeholder is anyone who may contribute to or have interest in the requirements.

The best way to understand another person’s communication is to understand his or her motives, personal biases, expertise, and experiences. The more you know someone, the easier and faster ideas can be communicated. A BA must listen carefully to stakeholders. This listening is active; it involves asking well-thought-out questions, listening to responses, and then following up to clarify understanding. A BA also must be able to present the business needs clearly to the solution team and work with the team to develop the best solution design. Presenting requirements clearly and accurately also can be done more efficiently when you know the characteristics of the person with whom you are communicating.

To tailor the communication, you must really know your audience. Every book and article about requirements uses the words “it depends” and “use the best technique to communicate with your audience.” These are very frustrating answers for new BAs who are trying to learn how to do their job. Even when a new BA asks an expert BA “How should I get this requirement?” the answer often is a hesitant response. The senior BA may be thinking about all of the possible options and results and is also probably thinking about the audience. If the senior BA doesn’t know your stakeholders, it will be difficult to give you advice.

This chapter discusses the project members with whom the typical BA works. It discusses how and why you must learn as much about each of them as you possibly can. This is an area where the project manager and BA should work together very closely. Clearly understanding the project members is critical to the success of both the business analysis work and the project as a whole. Figure 2.1 shows the common roles with whom a BA works.

Figure 2.1: Business Analyst Universe of Roles