Project Managers can move from sector to sector easily but it appears a business analyst MUST have deep domain knowledge in order to function properly and articulate the needs and interrelationships of stakeholders. What is your view concerning this? Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
You have to remember that business analysts are typically bridges between the business and the technology sides. If you don't have the business side, how can you act as the bridge? Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Michael, totally wrong. Business Analyst is a generalist, not an specialist. The key point to consider is each time she/he starts with elicitation activity (and activity BA will perform from the zero minute) she/he must perform a critical task: Prepare for elicitation. Here is where the business analyst take knowledge on the domain. THe process to do that could be the CEMU SEI process but any other process can follow. And the definition Stephane stated is and old defintion (the first definition of business analyst stated on 1993). Business Analyst is is bridge between the actual state and the desire future state of the whole business. Business analyst is a role that helps the organization to create solutions to solve business problems stated on business needs. And some solutions have no technical component inside it (except you use the technical definition tied to techniques you use to solve problems). Saving Changes...
With your perspective on this . . .'Prepare for elicitation. Here is where the business analyst take knowledge on the domain. "
Will this period be enough for the BA to gain valuable information about the domain and problem situation in order to lead an effective elicitation exercise and proffer a solution for the organization?
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1 reply by Sergio Luis Conte
Apr 26, 2017 5:00 PM
Sergio Luis Conte
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I will put this using the apporach that today becomes a buzzword but is it ouside there from years: Agile. From the very befining the business analyst is a role that can take two approches: proactive or reactive. If you search for business analisys documentation related to the begining of the role definition you can find the pictorical representation of the role. While I disagreee on that time because is a man you will see that the picture is about somebody that will walk along the organization to search for new ways to do things and to new ways to anticipate to environmental changes which is the proactive reference into Agile definition. So, a buiness analyst, is constantly working on getting knowledge to be proactive and that will prepare her/him for elicitation. This is often missing but is key to be successful as buiness analyst. And it is not because I am saying that. It is becase you can read that into all information contained into business analysis standards.
Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
From my perspective of working within IT, I agree with Sergio. It is not always possible to be an SME in every domain within an organization. The value is knowing how to ask the right questions to elicit the desired results, then translate IT.
Its not my position to suggest, change, or define a business process. It's my position to capture the business needs and drivers. Saving Changes...
Deep domain knowledge is nice, but not an initial requirement to me as long as you stay within the domain of the business area: payments, healthcare, IT etc. The best case is a BA who becomes the SME with several technologies so they can smoothy transition between projects but with their base skills in deriving requirements they can go anywhere. Saving Changes...
John TiesoAuthor, Lecturer in Business Management| The Catholic University of America, Busch School of Business & EconomicsArlington, Va, United States
I learned many years ago that a good business analyst could go into an organization needing services and, if they were really good at their craft--analysis- they would know enough about the subject not to be blind-sighted by jargon. As they progressed through their discovery of business operations and supporting assets and resources, then though discussions with stakeholders, they gradually get a view of the 'real' organization, and what the organization wants that operation to look like in the future.
I often told my new analysts that their job was to come out of the analysis sessions knowing more about the real organization than those who worked there, and especially those employees and stakeholders who best could assist in fashioning and executing the required changes. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Apr 26, 2017 8:45 AM
Replying to Michael Effanga PMP PMI-PBA PMI-ACP
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Hello Sergio,
With your perspective on this . . .'Prepare for elicitation. Here is where the business analyst take knowledge on the domain. "
Will this period be enough for the BA to gain valuable information about the domain and problem situation in order to lead an effective elicitation exercise and proffer a solution for the organization?
I will put this using the apporach that today becomes a buzzword but is it ouside there from years: Agile. From the very befining the business analyst is a role that can take two approches: proactive or reactive. If you search for business analisys documentation related to the begining of the role definition you can find the pictorical representation of the role. While I disagreee on that time because is a man you will see that the picture is about somebody that will walk along the organization to search for new ways to do things and to new ways to anticipate to environmental changes which is the proactive reference into Agile definition. So, a buiness analyst, is constantly working on getting knowledge to be proactive and that will prepare her/him for elicitation. This is often missing but is key to be successful as buiness analyst. And it is not because I am saying that. It is becase you can read that into all information contained into business analysis standards. Saving Changes...
I think business analyst need good business knowledge, not be a SME. Wide knowledge will let the BA make a full analysis not limited to a specific field. That will bring a full solution for a futur program of project. Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
Agree with my colleagues . If a Business Analyst gains important domain knowledge Eg Manufacturing within an FMCG organization, it's valuable knowledge and they can easily take elements of it into another Manufacturing unit. But that is not a limiting factor to their abilities to be efficient in other domains. The Strength of a BA lies in asking probing questions and eliciting requirements and they should comfortably and seamlessly fit in to most domains with their transferable skills Saving Changes...
Seema SonkiyaHead Business Analysis Practices, PMI-PBA trainer| iZenBridge Consultancy Private LimitedJaipur, Rajasthan, India
Business Analysis is a skill set, I agree with Sergio - "Business Analyst is a generalist, not an specialist"
