Business Analysis has been said to be part art, part science. Is the Business Analyst better served to have the hard skills or the soft skills? Must the Business Analyst have industry knowledge? Should the Business Analyst be a Subject Matter Expert? Do the skills needed change for an Agile project vs. Waterfall project? These are some of the questions we will investigate and answer. This audience participation, open discussion presentation will dive into these issues and look at which soft skills the Business Analyst should have to be effective. We will see which soft skills can help the Business Analyst compensate for lack of industrial knowledge as they grow in that knowledge area.
Learning points:
* Which key soft skills are truly important for the Business Analyst.
* How to effectively measure a Business Analyst in several key areas.
* How to quickly gain needed knowledge in several areas.
* How to win over an uncooperative Business Stakeholder.
* What skills are necessary for Agile practitioners.
Berhampur Call Girl Just Call 8084732287 Top Class Call Girl Service Available
The Softer Side of Business Analysis
1. The Softer Side of Business Analysis
Bluegrass BA Chapter
January 15, 2014
By: Aaron Whittenberger, CBAP
Senior Business Analyst Consultant
Cohesion Business Technology
2. Aaron Whittenberger, CBAP
• Senior Business Analyst Consultant
• Cohesion Business Technology
• 27 Years of Business and IT Experience
• 14 Years of Consulting Experience
• 14 Years of Business Analysis Experience
• 10 Years of Project Management Experience
• Bluegrass BA Chapter
• President
• Cincinnati IIBA® Chapter
• Program Chair, Southwest Ohio BA Regional Conference 2013
• IIBA®
• Director, Americas Eastern Region
• Co-Chair, Certification Role Delineation Committee
3. Business Analysis
vs.
Art
• Communication
• Building Relationships
• Create Shared Vision
Soft Skills
Science
• Process Modeling
• Writing Requirements
• Documentation
Hard Skills
4. The Witty BA says:
Business Analysis is ninety percent art and the other half
is science.
You can observe a lot by just watching.
It was impossible to get a conversation going, everybody
was talking too much.
If people don’t want to come to the requirements walkthru, nobody’s gonna stop them.
I wish I had an answer to that because I am tired of
answering that question.
I’m a lucky guy, I am happy to be a Business Analyst; and
I want to thank everybody for making this night necessary.
5. Communication
• Oral
• Formal
• Informal (Passing in the Hall)
• Listening
• Written
• Business Writing
• Email
• Instant Message
• “Emoticons are for little girls”—Guy Hemmer, Fifth Third Bank
• Requirements
6. Active Listening
• Visual/Verbal Hints
•
•
•
•
Head nods
Ah uh
Repeat back
Take notes
• “…try actually listening”—Rick Claire, Business Educator, PM Centers USA
• What Not To Do
• Yawn
• Zone out
• Interrupt inappropriately / frequently
8. Important BA Skills
• Facilitation
•
•
•
•
Know what the goal is
Guide the conversation
Keep side conversations to a minimum
Scribe
• Negotiation
• Bring a group of stakeholders to a consensus decision
• Understand and consider all stakeholder’s point of view
• Ensure each stakeholder understands the other point(s) of view
9. Important BA Skills (continued)
• Teamwork
• Collaboration
• Personal Organization
• Time Management
• Learning
• New organization
• New business processes
•
•
•
•
•
Learn from your Team
Learn from business stakeholders
Learn from documentation
Learn from market research
Learn from your individual research
10. Important BA Skills (continued)
• Personal Organization
• Keep your work space organized for efficiency
• Be prepared for discussions
• Especially when you are facilitating the discussion
• Building Relationships
•
•
•
•
•
Interpersonal Savvy
Negotiation
Facilitation
Trustworthiness
Ethics
―The job of Business Analysts will change dramatically over the next five years, we will
no longer be doing process models.‖—Kitty Haas, Kathleen Haas & Associates
12. Organizational Knowledge – Project Team
Role
Name
Title
Business Sponsor
Karen Elliott
VP, Compliance and
Governance
Business Owner
David Apple
Director, Individual
Insurance
Project Manager
Dale Peterson
Lead Project Manager
Business Analyst
Aaron Whittenberger
Sr. Business Analyst
Development Lead
Terry Grooms
Manager, Development
QA Lead
Charles McMillan
Manager, QA
Training Lead
Liz O’Brien
Training Director
13. Important BA Knowledge
• Systems Knowledge
• Technology in use
• Infrastructure
• Industrial Knowledge
• Company’s Industry
• Business Lingo
• Three Letter Acronyms (TLA)
• Lines of Business
• Common Business Processes
14. Which would you rather have?
• Industry Knowledge or Excellent BA Skills
• Excellent BA or CBAP
• Soft Skills or Hard Skills
15. The Agile Manifesto
The Mission Statement
We Value:
over
Individuals and Interactions
• Communication
• Interpersonal Savvy
• Building Relationships
Process and Tools
• Creating Mockups
• Process Modeling
• Business Modeling
16. The Agile Manifesto
The Mission Statement
We Value:
over
Individuals and Interactions
Working Software
• Systems Knowledge
• Application Knowledge
Process and Tools
Comprehensive Documentation
• Business Writing
• Documentation
17. The Agile Manifesto
The Mission Statement
We Value:
over
Individuals and Interactions
Working Software
Customer Collaboration
• Communication
• Teamwork
• Trustworthiness
Process and Tools
Comprehensive Documentation
Contract Negotiation
• Facilitation
• Negotiation
18. The Agile Manifesto
The Mission Statement
We Value:
over
Individuals and Interactions
Working Software
Customer Collaboration
Responding to Change
Process and Tools
Comprehensive Documentation
Contract Negotiation
Following a Plan
―Facilitation and Modeling are two very important skills for a BA Agile Team Member‖
– Mark Wavle, CBAP, Cardinal Solutions Group
19. What BA Skills Are Important for You
• What does the Organization Define as Important?
•
•
•
•
Skills needed for your Role
Skills needed for your situations
Performance Reviews
Organization’s BA Competency Model
20. Organization’s BA Competency Model
Business Analyst I
Novice
Competent
Expert
Creative Thinking
Listening
Oral Communication
Problem Solving
Decision Making
Ethics
Business Analyst II
Creative Thinking
Decision Making
Listening
Organizational
Knowledge
Problem Solving
Oral Communication
Business Analyst III
Properly Identifies
Stakeholders
Creative Thinking
Listening
Elicitation Techniques
Problem Solving
Decision Making
21. Measuring Effectiveness – Hard Skills
•
•
•
•
Number of Missed Requirements.
Number of Defects.
Amount of Rework.
Effectiveness of Solution in meeting the business need.
Client: ―It is exactly what I asked for but not what I need!‖
22. Measuring Effectiveness – Soft Skills
• Learning
• Rapid absorption of new information and new domains.
• Agreement of stakeholders that analysis models effectiveness and
completely describe the domain.
• Creative Thinking / Problem Solving
• Selected solutions meet defined objectives and solve the underlying
problem.
• Systems Thinking
• Understanding of how systems adapt to external pressures and changes.
• Understanding of how change to a component affects the system as a
whole.
23. Measuring Effectiveness (continued)
• Personal Organization
• The ability to find information.
• Regular on-time completion of tasks.
• The ability to easily identify all outstanding work and status of each work
item.
• Trustworthiness / Building Relationships
• Stakeholder acceptance of BA recommendations.
• Stakeholders involving BA in decision making.
• Willingness of stakeholders to support and defend the BA when problems
occur.
24. Measuring Effectiveness (continued)
• Communication
• Effectively paraphrasing statements to ensure understanding.
• Effective facilitation of sessions, ensuring success through preparedness and
coordination.
• Can communicate the criticality and urgency of a situation in a calm, rational
manner with proposed solutions.
• Ability to adjust the style of the message to the audience.
• Facilitation / Negotiation
• Ability to identify important issues.
• Ability to identify common areas of agreement.
• Understanding and considering all parties’ interests, motivations and
objectives.
• Leadership / Influencing
• Articulation of a clear and inspiring vision of a desired future state.
• Ability to reduce resistance to necessary change.
25. Bibliography
•
•
•
•
•
•
•
•
Business Analysis Body of Knowledge® (BABOK ®) Guide
IIBA ® Business Analysis Competency Model
27 years of Business and IT Work Experience
Webinar: Communications for Business Analysts
—Rick Claire, Business Educator, PM Centers USA
Presentation: Improving Your BA Skills
—Aaron Whittenberger, Senior IT Consultant
Presentation: Adapting the BA and PM Roles for Complex Projects
—Kitty Haas, Principal Consultant, Kathleen Haas & Associates
Presentation: Revisiting Communications 101 in the Modern Age
—Guy Hemmer, Senior Business Analyst, Fifth Third Bank
Presentation: Facilitating Success on Agile Projects: A BA’s Role
—Mark Wavle, CBAP, Principal Consultant, Cardinal Solutions
26. Connect with Aaron Whittenberger, CBAP:
IIBA Questions: Aaron.Whittenberger@gmail.com
Bluegrassiiba@gmail.com
Read Aaron’s articles on Bridging-the-Gap:
http://www.bridging-the-gap.com/author/AaronWhittenberger/
You may also read Aaron’s old blog:
http://blog.starbaseinc.com/blog/it-consultant
Connect with Aaron on LinkedIn:
http://www.linkedin.com/in/aaronwhittenberger
Follow Aaron on Twitter:
https://twitter.com/#!/TheWittyBA
http://www.iiba.org
http://bluegrassiiba.com