Case in Point

I worked on a project to convert an old IMS^® (IBM’s first Information Management System) database system to a relational database management system. This project was initiated by IT because developers who could support IMS systems were hard to find and a relational database system offered more opportunities for direct user queries and a more flexible platform for future development. Our project team was assigned to rebuild current business functions on the new platform. Our goal was to make as few changes as possible to the user interface portion of the system, but some changes were unavoidable. When we interviewed business stakeholders about the changes, they did not understand why we were making changes that did not give them any additional functionality or features. They did not understand why the company would spend money on a project that didn’t do anything for them. Since the sponsor was IT, IT had the final say on the changes but wanted the business area to be satisfied with the results. We were constantly explaining the advantages of a relational database management system to business people who really couldn’t see any short-term or long-term benefits.

Understanding the Political Environment

Recently, a BA asked if there is any training on how BAs should navigate the politics in their organizations. She was facing a situation where the IT group disagreed with a business unit request, but she was a paid consultant, hired by IT!

Although dealing with office politics is necessary in many professions, BAs face some unique challenges, often driven by where they officially “report” in the organization. Many BAs “report to” or “reside in” IT. This means that they are paid out of the IT budget and evaluated by IT management. Promotions and assignments to plum projects are controlled by IT. As a BA, you are tasked with representing the business to the IT group. Business analysis professionals are supposed to be advocates for the business. But what happens when the business disagrees with an IT decision or direction? Guess who is stuck in the middle: the BA. All of the talk about being a bridge or a liaison can be destroyed by an organizational structure that puts the BA’s career progression at odds with the best interest of the business. Of course, there are also instances when a BA “reports” to a business unit. Ideally, BAs would be an independent group and could truly act as liaisons. Analogous to the project management office, a business analyst office or center of excellence may eventually help with these conflicts. A recent Gartner report on business analysis placement also defines a hybrid model where there are BAs in IT and in the business units (Morello and Belchar, 2005).

In the meantime, a BA must represent all of his or her stakeholders as fully as possible and work to resolve conflicts through communication and consensus building. Business analysis professionals have to walk a fine line between representing business stakeholders and not alienating management. This is possible because BAs are excellent communicators and listeners. Sometimes simply listening and asking questions help disparate groups to reach a common vision.

There are some good references on how a person can gain creditability and assert influence without having any official authority. Read Influence without Authority by Allan R. Cohen and David L. Bradford (1991) for advice on this important skill.