Business Analysts (BAs) play a crucial role in assisting organizations to navigate through diverse business needs, guiding projects from conception to initiation with precision and insight. Business analysis is not just about requirements and solutions; it’s about understanding the heartbeat of an organization. It’s the art and science of scrutinizing data, processes, and systems to unearth opportunities for project success and overall business growth.
In my experience, the most effective BAs possess an innate curiosity that drives them to ask “Why?” and “What if?” These questions are the keys to unlocking innovative solutions that can transform an average project into a groundbreaking success.
Beyond the basics, Here’s an insider’s look into the essence, skills, and journey of becoming a Business Analyst – beyond what textbooks tell you.
Beyond Traditional Skills
While skills like communication skills, active listening, and data analysis are often referred to as the bread and butter of business analysis, there are some hidden skills that differentiate exceptional business analysts.
Emotional intelligence; Read between the lines
Emotional intelligence, for instance, is a game-changer. The ability to read between the lines of what stakeholders say (and don’t say) can be the difference between a solution that ticks all boxes and one that truly resonates with end-users.
Emotionally intelligent business analysts are attuned to both their own emotions and those of others. This enables them to read the room by observing colleagues’ emotions and directly asking how they feel. This awareness helps you decide whom to collaborate with, who needs space, and which work relationships need nurturing.
Data Storytelling for driving business decisions
“If you want to stand out as a sought-after business analyst, then you need to start leveraging storytelling when presenting analysis to stakeholders to drive decision-making.
– Chikodi Nwagwughiagwu
Another less discussed yet critical skill is data storytelling. In my journey, the power of telling compelling stories has been indispensable. A well-crafted story can bring life to dry data and complex analyses, making the case for change clear and understandable for everyone involved.
One of the most common misconceptions about data storytelling is that it is the same as data analysis. While both involve working with data, data storytelling goes a step further to demystify data and focuses on communicating complex data in a way that is easy for decision-makers to understand, and make better-informed decisions that can lead to real-world results.
Critical thinking; paranoid (in a constructive way)
Critical thinking is a tool that helps you to maximize your problem-solving skills. Business analysts who apply critical thinking skills tend to evaluate problems more objectively, identify potential biases or errors, and draw reliable conclusions based on knowledge and objective evidence.
“Five percent of the people think; Ten percent of the people think they think; and the other eighty-five percent would rather die than think.”
― Thomas A. Edison
Business Analysts are paid to think – Think outside the box. Thinking critically involves questioning assumptions, considering alternative perspectives, and applying logical reasoning to solve complex problems, Ultimately ensuring you have the best answer to a problem with maximum buy-in from all parties involved. This will save your organization time, money and the opportunity cost of wrong decision-making.
However, Critical thinking as a soft skill, does not stand alone, it is a combination of multiple interpersonal and analytical skills and attributes –
- Observation and sharp perception;
- Open-mindedness to let go of personal biases;
- Communication skills to support an argument;
- Problem-solving attitude to seek out optimum solutions;
- And analytical thinking to ask thoughtful questions and double-check facts.
Efficient Stakeholder Management: Understanding Expectations
Business analysts often work with diverse stakeholders, including executives, subject matter experts, and end-users.
Who are the Stakeholders? Stakeholders refer to individuals or groups who have a vested interest in the success of a certain project. They can be internal (e.g., top management, project team members, end-users) or external (e.g., customers, regulators, suppliers, vendors).
Engaging with stakeholders should not be limited to the planning and requirements gathering phases. It should continue throughout the project lifecycle as an important tool in aligning project outputs with the actual needs of the stakeholders and ensuring successful project adoption and implementation. By building strong relationships and keeping stakeholders informed and engaged, you can ensure their buy-in and support, leading to smoother project execution and delivery.
Here are some examples highlighting the dire consequences of neglecting stakeholder engagement in project management. These projects could have benefited significantly from proactive stakeholder engagement strategies, potentially saving substantial time, money, and reputational damage.
Example 1: Healthcare Software Upgrade
A healthcare provider initiated a significant upgrade to their patient management system. The goal was to integrate advanced data analytics capabilities and enhance user interfaces to improve staff efficiency and patient outcomes. However, the project faced substantial challenges due to inadequate stakeholder engagement.
What went wrong?
Lack of Clinician Involvement: The project team did not sufficiently involve clinicians who would be the end-users of the system. As a result, critical features and workflow enhancements necessary for daily operations were overlooked.
Insufficient Communication with IT Staff: IT staff were not adequately consulted during the planning phase. Their late involvement led to a misunderstanding of the technical complexities and resource requirements, significantly delaying the project timeline.
Due to the lack of proper stakeholder engagement, the patient management system was deployed much later than planned, significantly over budget, and failed to meet the users’ needs effectively. It faced strong resistance from staff, necessitating costly revisions and training to ensure adoption.
Example 2: Retail Banking System Integration
In this instance, the project involved the integration of multiple banking systems following a merger of two banks. The objective was to create a seamless platform for customer service across the newly formed network.
What went wrong?
Ignoring Branch Staff Input: The project team focused heavily on technical integration, with minimal input from branch staff who interact directly with customers. This oversight led to a system design that was not user-friendly in real-world, customer-facing situations.
Neglecting Customer Feedback: In the rush to merge the systems and achieve quick wins for the merger, the project team failed to engage with customers to understand their needs and concerns about the new platform.
Upon rollout, the system was met with frustration both from employees and customers, leading to a drop in customer satisfaction and an increase in service errors and wait times. The bank had to initiate an emergency response project to address these issues, incurring additional costs and negatively impacting its brand reputation.
Making Your Mark
There’s no one-size-fits-all roadmap to becoming a Business Analyst. My path was one of discovery, starting from a fascination with technology and an eagerness to solve puzzles. If you are just starting out, check out this career checklist check out this career checklist. For others, it might begin in a different domain, bringing valuable insights and diversity to the BA role.
What’s universal, however, is the importance of lifelong learning. Whether through formal education, certifications, or hands-on experience, continuously honing your skills is vital to having a successful tech career.
