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Resource Index > Fast Tracks > Business Analyst
How do I know if I found the right problem statement?
We've identified a root cause, but it's not something we can solve. Now what?
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Operating Across Organizations
Business Analyst
This page is intended for every business analyst, new to the role or with some experience behind you, who wants to know more about what the job is, where to start, what matters most, how to get it all done, and how to get through the day! Becoming a business analyst is not necessarily an easy transition, but we believe you shouldn't have to live through it to learn how to do it. So on this page we give business analysts how-to steps, advice, and coaching via practical, actionable business analyst resources – to help you get going quickly, effectively, and hopefully painlessly in your new role.
What can we help you with today?
What IS this Business Analyst role?
How to get going, organize and support projects
Resources for specific project knowledge areas
How is this role good for my career and how do I create a path?
Holy smokes! You've been anointed with the title of "business analyst" – and naturally, you're wondering "What next?" Or, even more shocking, you suddenly find that the business analysis duties for the project have been unceremoniously dumped on your desk, in addition to your regular duties. What's the best way to proceed?
You're in luck – we've been there, done that, and we want to provide some insight and wisdom to help you get off on the right foot. We've answered some of the Burning Questions we've heard from people when they're new to business analysis. The answers will help you get a handle on a business analyst's duties. We're making the premium Burning Questions in this section accessible to Guests and Site Members, because we know how important it is to get off to a good start.
The Business Analyst Role
- What is a business analyst? What does business analysis mean?
- What does a business analyst actually do? What does a day in the life look like?
- What are the most common, highest priority things that people expect from a business analyst?
- Do I need to have extensive experience in the business area in order to be effective as a business analyst?
Business analysis work doesn't exactly follow typical project lifecycle phases, we've organized this section according to the major activities you will be engaged in during a project. Each activity has been broken down to discuss the 'How-To' of the tasks to accomplish the goal of the activity. Within each 'How-To' we've answered burning questions to provide task related know-how and advice, and links to downloadable tools for doing that task.
How It's Organized:
Flow of the Work
Flow of the Work
Steps to take:
Tasks In each Activity
Tasks In each Activity
Overview
Overview:
So, how do we actually do business analysis? This section will help you understand the most common, industrial-strength business analysis tasks and processes. Each tab includes a discussion of methods, tools, and strategies you can use to gather, evaluate, and communicate the needs and requirements of the business.
Because business analysis doesn't exactly follow the typical project lifecycle, we've organized this section according to the major activities you will be engaged in. Your first task will be to gain a clear understanding of the business needs, as a foundation for developing a plan to extract and manage the project requirements. Later, as the solution is conceived and continuing throughout its development, you'll analyze options and alternatives for helping the project team deliver the solution in the best way to meet the requirements. Finally, deep into the project, your role will shift to supporting the transfer of the solution to the stakeholder community.
Click to expand each activity [Expand all | Hide]
Activity
Understand the Need
What steps must you take to fully understand the business need? Review the tools and explanations in this tab—they will help you identify the precise needs. If the business has trouble articulating its own needs, these tools will help you guide them in identifying their needs clearly.
Activity
Create the Plan
To meet your timelines and satisfy the needs of the business, you'll need to proceed in a methodical manner, and address the various tasks and activities in the most efficient order. Once you're sure you've grasped the "why" of the business need, go to this tab to find tips and tools for planning how you'll sort out the "Who, What, Where, When, How" of the requirements. You'll also find tips for preparing to demonstrate that the solution will or won't deliver the desired benefits.
Activity
Elicit the Details
At this point, you'll probably be eager to start capturing the requirements, and anxious to understand where to find them, how to group them, and how to make sure you've got the right ones. How will you proceed? Will you conduct interviews? Set up a Requirements Workshop? Here we discuss how to identify the requirements, gather them in an organized way, and prepare to manage the inevitable changes that will occur.
Activity
Analyze the Solution
Will the solution meet the requirements? The tools and techniques in this tab will help you ensure that the team chooses the best approaches for solving the problem at hand. You'll also find tips for vendor selection, decision-making, and helping the organization accept the new solution and understand the impact of the changes.
Activity
Transfer Knowledge
Okay, you've created a viable plan. In the process, you've acquired in-depth knowledge of the requirements. How can you transfer what you've learned to those who need to share your understanding? Review this tab to discover how to document the requirements so the team will clearly understand them. You'll also find useful guidance on process modeling, use cases, business rules, and help ensure success when it comes time to walking your team successfully through the requirements.
Understand the Need
Activity:
Understand the Need
The more energy and effort a business analyst spends on understanding the business need, the more successful the project—and ultimately the business analyst—will be. The business need ultimately determines what the project is trying to accomplish. Some of the strategies and tools that can help you identify the business need are: looking at the goals of the organization or business unit; calling out any pain points or gaps in the current business processes; identifying the root cause of any problems the business is currently facing; and analyzing the costs and benefits of the current solution, compared with the alternatives.
At times, the business need may be clear at the start—for example, it may be clearly stated in a list of business goals or a clear problem statement. But at other times, you may need to work to uncover them. In most cases, you'll have to help the business understand what it actually needs. Tools such as root cause analysis, gaps analysis, and cost-benefit analysis can help you identify and document the business need in a way that your stakeholders will understand clearly.
The more energy and effort a business analyst spends on understanding the business need, the more successful the project—and ultimately the business analyst—will be. The business need ultimately determines what the project is trying to accomplish. Some of the strategies and tools that can help you identify the business need are: looking at the goals of the organization or business unit; calling out any pain points or gaps in the current business processes; identifying the root cause of any problems the business is currently facing; and analyzing the costs and benefits of the current solution, compared with the alternatives.
At times, the business need may be clear at the start—for example, it may be clearly stated in a list of business goals or a clear problem statement. But at other times, you may need to work to uncover them. In most cases, you'll have to help the business understand what it actually needs. Tools such as root cause analysis, gaps analysis, and cost-benefit analysis can help you identify and document the business need in a way that your stakeholders will understand clearly.
Click to expand and see resources for each activity [Expand all | Hide]
How-To
Understanding Business Goals
Take time to understand the goals of the business. This is a critical step, because by understanding these goals you will be able to see how to align project priorities and objectives to support the business.
Burning questions, problem solvers & other resources
What's so important about understanding the goals of the business?
Resources and tools
How-To
Finding Problem Statements
When the business initiates a project to solve a problem, then clearly understanding the problem statement will help ensure that the solution solves the right problem.
Burning questions, problem solvers & other resources
Resources and tools
How-To
Gaps Analysis
Analysis of the gaps in functionality, performance, etc. between today and the desires of the future can help you understand the business needs.
Burning questions, problem solvers & other resources
Resources and tools
How-To
Root Cause Analysis
Root cause analysis helps ensure that you've identified the true source of a problem, by methodically exploring all the possible causes of the problem so you can address it properly.
Burning questions, problem solvers & other resources
Resources and tools
How-To
Cost & Benefit Analysis
Cost benefit analysis is used as an input for decision making. When a team must choose between options, it can be helpful to compare the costs and benefits of each.
Burning questions, problem solvers & other resources
Resources and tools
How-To
Considering Alternatives
There's nearly always more than one way to solve a problem. Therefore, before you decide on a solution, it's important to consider the alternatives—and the right set of alternatives.
Burning questions, problem solvers & other resources
Resources and tools
Create the Plan
Activity:
Create the Plan
People often assume that business analysts simply have a natural talent for managing requirements. They often overlook the many hours of hard work that a seasoned analyst will devote to preparing to address the detailed requirements of a project in a requirements management plan.
Good business analysts begin every project by planning their approach—the first step generally being to identify and get to know the stakeholders. Only then will they begin to draw up an actual plan for managing the requirements. The successful analyst also allots time for planning how they will measure the requirements, how they'll communicate with stakeholders, and how they'll measure the benefits of the solution.
For every project, large or small, managing the requirements requires that the business analyst complete a handful of core tasks within the requirements process. Experienced business analysts are so familiar with these important steps that they can easily recite them off the top of their heads and develop an estimate of the effort. They've thoroughly polished their skills in planning the optimal approach to fulfill all kinds of requirements processes at hand. The business analyst conducts a stakeholder analysis to promote effective communication—both major and minor. And they plan for requirements measurement and benefits realization before the work begins. Together, these efforts help them create a plan to effectively manage the business analysis activities and deliverables.
People often assume that business analysts simply have a natural talent for managing requirements. They often overlook the many hours of hard work that a seasoned analyst will devote to preparing to address the detailed requirements of a project in a requirements management plan.
Good business analysts begin every project by planning their approach—the first step generally being to identify and get to know the stakeholders. Only then will they begin to draw up an actual plan for managing the requirements. The successful analyst also allots time for planning how they will measure the requirements, how they'll communicate with stakeholders, and how they'll measure the benefits of the solution.
For every project, large or small, managing the requirements requires that the business analyst complete a handful of core tasks within the requirements process. Experienced business analysts are so familiar with these important steps that they can easily recite them off the top of their heads and develop an estimate of the effort. They've thoroughly polished their skills in planning the optimal approach to fulfill all kinds of requirements processes at hand. The business analyst conducts a stakeholder analysis to promote effective communication—both major and minor. And they plan for requirements measurement and benefits realization before the work begins. Together, these efforts help them create a plan to effectively manage the business analysis activities and deliverables.
Click to expand and see resources for each activity [Expand all | Hide]
How-To
Planning the Business Analysis approach
Once you understand the "who, what, where, when, why, and how" of the project, you can begin to articulate the "how-long," using traditional project management estimating methods and/or estimating techniques for agile projects, which are surprisingly similar to business analyst efforts.
Burning questions, problem solvers & other resources
What specific activities should I expect to do during the lifecycle of a project?
Resources and tools
How-To
Stakeholder Analysis
Getting to know the stakeholders and familiarizing yourself with their needs will make your job a lot easier.
Burning questions, problem solvers & other resources
How do I help manage multiple stakeholders and their priorities on large project teams?
Resources and tools
How-To
Requirements Management Planning
Managing requirements can easily become a hairball, especially for large, complex projects. So, before you start any project, be sure to create a plan for how you'll organize and structure the requirements-related activities.
Burning questions, problem solvers & other resources
What, another plan? Why do I need a Requirements Management Plan?
How can a business analyst effectively prepare for changes to requirements before they happen?
Resources and tools
How-To
Communication Planning
Because communication is such an integral part and devours a huge chunk of a business analyst's time, it's a very good idea to plan a careful communication strategy for each project.
Burning questions, problem solvers & other resources
Resources and tools
How-To
Requirements Measurement Planning
It's difficult to overemphasize the extent to which the requirements planning process success depends on carefully thinking through how you'll measure the requirements, and how you'll demonstrate that the requirements will meet the expectations of the stakeholders.
Burning questions, problem solvers & other resources
Resources and tools
How-To
Benefits Realization Planning
Part of your role as business analyst is to help identify, document, and create tools for measuring the realization of hard and soft benefits.
Burning questions, problem solvers & other resources
Resources and tools
Elicit the Details
Activity:
Elicit the Details
There's a common misconception that project requirements are "gathered"—as if the requirements are waiting, like amber waves of grain, for the business analyst to come along and harvest them. The reality, of course, is different—requirements must almost always be elicited. That is, it's your job as business analyst to discover, draw-out, detail, review, and document any and all requirements, and review them again and carefully manage them as increasing numbers of requirements are uncovered.
Some of the techniques that experienced business analysts use togather elicit the requirements are interviews, workshops, and reviewing all available documentation to understand the requirements challenges. Instead of simply asking the business stakeholders what they want, it's better to probe proactively for answers. Ask questions aimed at uncovering what the business actually needs now and will need in future, how the stakeholders perceive the current state, etc. Over the years, business analysts learn to reference the trends and needs that occur most often in projects, as a basis for understanding the present requirements.
Managing requirements is a large part of a business analyst's job, and it's one that needs constant attention. An organized, detailed approach will save you oodles of trouble and wasted time down the line. That's why it's a good idea to categorize the requirements, as far as possible, and seek consensus about how to prioritize them. Defining a formal process for reviewing the requirements will help you present the requirements to the right stakeholders, at the right time.
Will you be prepared when the requirements change—as they surely will? Once again, advance planning will help greatly. The changes will go more smoothly if there's a clear process in place for verifying that the changes continue to address the business need.
There's a common misconception that project requirements are "gathered"—as if the requirements are waiting, like amber waves of grain, for the business analyst to come along and harvest them. The reality, of course, is different—requirements must almost always be elicited. That is, it's your job as business analyst to discover, draw-out, detail, review, and document any and all requirements, and review them again and carefully manage them as increasing numbers of requirements are uncovered.
Some of the techniques that experienced business analysts use to
Managing requirements is a large part of a business analyst's job, and it's one that needs constant attention. An organized, detailed approach will save you oodles of trouble and wasted time down the line. That's why it's a good idea to categorize the requirements, as far as possible, and seek consensus about how to prioritize them. Defining a formal process for reviewing the requirements will help you present the requirements to the right stakeholders, at the right time.
Will you be prepared when the requirements change—as they surely will? Once again, advance planning will help greatly. The changes will go more smoothly if there's a clear process in place for verifying that the changes continue to address the business need.
Click to expand and see resources for each activity [Expand all | Hide]
How-To
Requirements Elicitation
There's a large and important difference between eliciting requirements and inventing them. It's rare for all of the requirements to be clear and neatly arranged, just waiting to be harvested; on the other hand, it's dangerous to invent requirements with insufficient evidence and/or input from the stakeholders.
Burning questions, problem solvers & other resources
Resources and tools
How-To
Requirements Categorization
Categorizing the requirements will help you stay organized, as you gather, manage, and add new requirements.
Burning questions, problem solvers & other resources
Resources and tools
How-To
Prioritization
Not all requirements are equally urgent and valuable.
Burning questions, problem solvers & other resources
Resources and tools
How-To
Ongoing Requirements Management
Effective requirements management begins before a project gets underway, and doesn't end until after it's over.
Burning questions, problem solvers & other resources
Resources and tools
How-To
Requirements Review and Approval
The best way to choose a process is by studying the realities of the project and choosing the level of review that best supports a successful project completion.
Burning questions, problem solvers & other resources
How-To
Gathering Requirements by Interview
A sensible way to begin eliciting the requirements is by interviewing the stakeholders and any subject matter experts.
Burning questions, problem solvers & other resources
Resources and tools
How-To
Requirements Workshop
If you have more than two or three stakeholders who'll contribute their input on the problem, a requirements workshop may be the best answer.
Burning questions, problem solvers & other resources
Resources and tools
How-To
Version Control and Change Management
Having a plan in place before the changes occur will spare you a great deal of risk, confusion, and wasted time.
Burning questions, problem solvers & other resources
Resources and tools
Analyze the Solutions
Activity:
Analyze the Solutions
Coming Soon!
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Coming Soon!
This section is currently under development. Release of the remaining activities will be announced in our bi-weekly Newsletter.
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If you're already a ProjectConnections.com Member, you can change your newsletter opt-in preference at any time by selecting "Email & Newsletter Delivery Options" on your Account Tools page.
Transfer Knowledge
Activity:
Transfer Knowledge
Coming Soon!
This section is currently under development. Release of the remaining activities will be announced in our bi-weekly Newsletter.
Don't yet receive our Newsletter? Sign up today for a free Member-level account!
If you're already a ProjectConnections.com Member, you can change your newsletter opt-in preference at any time by selecting "Email & Newsletter Delivery Options" on your Account Tools page.
Coming Soon!
This section is currently under development. Release of the remaining activities will be announced in our bi-weekly Newsletter.
Don't yet receive our Newsletter? Sign up today for a free Member-level account!
If you're already a ProjectConnections.com Member, you can change your newsletter opt-in preference at any time by selecting "Email & Newsletter Delivery Options" on your Account Tools page.
Check this section for advice on how to get really good at all various skills business analyst needs to master. Our goal is to provide help on more than mechanics or techniques. We want to share what we've learned about the nuances of key "knowledge areas" of business analysis.
…Things to know how to do
Key Knowledge Area Coaching
Key Knowledge Area Coaching
Problems are the nature of our profession. Without problems, there wouldn't be a need for Business Analysts to help business users and project teams develop solutions. Problem solving is a fundamental and integral skill in almost every role in the working world today. But when the focus is on you to lead the effort to find the solution to the problem du jour, you need to reach into your bag of tricks and demonstrate truly impressive problem solving skills.
Problem Solving
Problem solving isn't as big a challenge as it's sometimes made it out to be. It simply requires a methodical approach: Gather the resources to identify the right problem, and employ your grab bag of tools to identify the best solution—preferably, flexible tools that will serve you in you a variety of situations. Throw in the willingness to learn from trial and error, and you'll quickly become an effective problem solver.
Even experienced business analysts and project managers can become intimidated by the prospect of solving difficult problems on their own. In fact, problems are nearly always easier to solve when we ask for help. To help you gain some experience in a short period of time we've compiled a six-step process for facilitating problem solving as a group.
Read more on » Facilitating a group problem-solving session
Related Burning questions and problem solvers
How do I know if I found the right problem statement?
We've identified a root cause, but it's not something we can solve. Now what?
…Plus how to stand out!
Personal Effectiveness Coaching
Personal Effectiveness Coaching
Building trust in relationships with customers, team members, and stakeholders is an essential skill for all members of a project team, especially for those leading significant tasks. The best way to improve your reputation is to actively build trust with those you encounter. Great project managers and business analysts work to be universally trusted and respected by their peers, community members and project teams because they actively build trust with everyone. Trust is earned primarily by doing what you say you'll do. Follow-through is absolutely critical to building relationships. Trust doesn't just happen, and it isn't created by applying formal techniques (though they can certainly help); it is earned by acting consistently. Trust and respect are earned, over time.
Read more on » Building Trust
Additional resources with advice on Building Trust
Making Trust Personal
Operating Across Organizations
What separates the best from the rest, what do executives care about, and how can this role help build your overall career? We've selected a few articles and related content focusing on development of a career as a business analyst and helping you stand out in your field.
Career development:
Building abilities, getting ahead
Building abilities, getting ahead
Here's some advice to help you develop your career and look forward toward the future. Not to get too far ahead of ourselves, but knowing what being great in your business analyst role looks like and what the experience and skills developed could bring in the future can help you plan your career development.
Now Is A Great Time To Be A Business Analyst
If you've been thrust into "playing" business analyst as a sideline to your "real" career, thank your lucky stars, because it may just be the career opportunity of the moment. But if you've navigated here deliberately, pat yourself on the back; you've made an extremely well timed choice.
Now Is A Great Time To Be A Business Analyst
If you've been thrust into "playing" business analyst as a sideline to your "real" career, thank your lucky stars, because it may just be the career opportunity of the moment. But if you've navigated here deliberately, pat yourself on the back; you've made an extremely well timed choice.
What matters:
Keys to being valued and having a great career
Keys to being valued and having a great career
Do you know what others think of when they picture a great business analyst, what executives desire and look for? We've provided this article to give you a picture of what others want in business analysts and how they can make a greater contribution through their role.
A Question of Degrees
No, I'm not talking about certification, and we aren't talking about academic titles, which may indicate little more than a person's ability to take tests, follow rules, and play the game. The B.S., M.S., or Ph.D. after a person's name is never a measure of their greatness. What matters is how far a business analyst is willing to go to excel in each assignment. The difference good business analysts and great ones is, quite simply, the extent to which they deliver more than they promise.
A Question of Degrees
No, I'm not talking about certification, and we aren't talking about academic titles, which may indicate little more than a person's ability to take tests, follow rules, and play the game. The B.S., M.S., or Ph.D. after a person's name is never a measure of their greatness. What matters is how far a business analyst is willing to go to excel in each assignment. The difference good business analysts and great ones is, quite simply, the extent to which they deliver more than they promise.
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