One of the hot topics of conversation revolved around enterprise analysis and how it can add significant value to organizations. Enterprise analysis is work done pre-project to determine the appropriate portfolio path based on the strategic goals of the organization. Organizations have found that determining the optimum investment strategy requires significant analysis before making decisions to implement new solutions. This work has always kind of been done in some form or fashion by resources that were identified as having the ability to think outside the box but organizations are now seeking ways to grow this ability internally.

If you are doing enterprise analysis right now; what types of tools and techniques are you utilizing? What types of skills training do you think you need to make you more effective?

My take is that templates are helpful to the extent that they provide consistency but become problematic when BA’s can’t see outside their parameters. For example, if I need to do a Context Dataflow Diagram to scope my project and there isn’t a place in the template to put it – does that mean I shouldn’t do it? I would argue, no – we need to use whatever analysis techniques help us think outside the box and apply critical thinking skills to our projects.

I recommend thinking of the template as a guideline but don’t be limited by it. Use the techniques and format that is going to help you communicate more effectively with your stakeholders and elicit all the core requirement components (data, process, business rules, external agents).

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FICTION: Agile means we don't need to do any documentation.

People that advocate this type of Agile Development are taking us back 10 – 20 years when the customers talked directly to the developers. It didn't work then hence the advent of the Business Analysis profession, so I am not sure why people think it will work now. There is still documentation, it is just a matter of focusing on value-added documentation rather than documenting laundry lists of must haves and shall haves.

FICTION: Agile means we don't need a Business Analyst?

The role of the Business Analyst is even more critical on Agile Development projects because the need for upfront analysis and continued management of the requirements is an absolute necessity. Agile Development projects require rigorous planning in the beginning so once you get into the iterations of design, development, and test, the team is simply executing against the plan. In addition, the Business Analyst has to be ever vigilant in managing scope and new requirements for each iteration or release. It is important the BA continues to do analysis and determine the feasibility of the requirements as well as document requirements as the evolution of the development cycle continues.

FACT: Business Analysts' need to be more adept at deciding what artifacts to use for different projects.

This is absolutely true. Gone are the days of 400 page requirement specifications (I wish I was exaggerating). Business Analysts' need to have the ability to assess a project and decide what artifacts will add value for that project. In this way, the BA will become more agile by default and will only use documentation techniques that help the project team deliver results.  

FICTION: The Agile Development Methodology will solve all our problems.

As with every methodology there are pros and cons to utilizing this approach.

We understand that business analysis is a role comprised of a broad range of skills that can only be learned from an expert specializing in the area. Some see business analysis as just an extension of project management with the addition of requirements gathering. Most of those individuals or companies don't truly understand the complexity of the BA role or its value to the organization.

While there appear to be some similarities between these two roles, their underlying detailed tasks are uniquely different.  For example, scoping is performed by the PM and BA, but for very different reasons and deliverables. The PM delivers a project charter which defines the project, the objectives, and a list of project participants including resources. The BA delivers a project scope which defines the boundaries of what is going to be analyzed as part of the project including high-level processes and a more detailed analysis of the root cause of the problem being addressed.  Overall, the roles have a different function. The PM is ultimately responsible for the project completion, its budget, resources, and a timely completion. The BA is responsible for fully understanding the business problem and providing complete analysis to ensure that the solution best meets the needs of the business. These roles have completely different focuses requiring unique training for each role.

The more analysis tools a BA masters, the more valuable he will be to the organization. Look to those who can truly help you master business analysis skills. Specialized business analysis training can help improve your analysis skills in areas such as critical thinking skills, root cause analysis, process analysis, and data analysis. Training provides a forum to fine tune your ability to widen the breadth of questioning and your ability to listen for true causes of the problems, not just symptoms. It also increases your agility in being flexible to work on many types of projects and become a critical resource to your organization.

B2T Training focuses on providing only business analysis training. Our instructors are seasoned business analysts who are passionate about the complexity and uniqueness of business analysis.

Many training companies and universities offer certificate or certification programs for business analysis. They are primarily a way for the organization to recognize that an individual has completed a course of study. Similar to obtaining a degree in computer science and then completing a certification program in a particular programming language, these are both important, but they offer different levels of recognition. The degree proves that you satisfactorily completed a proven curriculum and demonstrated your knowledge through exams, case studies, and possibly a work-study program. A certification is an independent expert verification of your knowledge and possibly skills related to a narrower subject.

There are currently three types of certification programs in the market place for business analysts: certificate programs, certification programs, and the IIBA certification program. Let's start with the IIBA certification program. The IIBA is the industry organization that has defined the body of knowledge for the business analysis profession, BABOK. The IIBA's certification is an exam that measures your knowledge of the BABOK and would be extremely difficult to pass without business analysis experience. In order to sit for the exam, you must have a minimum of 5 years experience.

The other certificate and certification programs are administered by training companies and universities. Most of them are certificate programs that recognize you attended training and may have a small amount of testing related to the topics covered in class. B2T Training's certification program requires testing of business analysis topics and completion of portions of a requirements package. It is more of a performance-based certification, rather than a certificate of completion.

So which one do you need or which one is going to benefit you the most? It depends on why you want the certification and what you are going to do with it. Proof that you have attended business analysis training and/or have knowledge of the BABOK shows that you are aware of industry terminology and techniques. It will always be considered positively by employers and will make your transition into new environments easier. From an employer's perspective, evidence that a BA possess not only business analysis knowledge, but the ability to apply that knowledge in a day-to-day, real-world business analysis environment is invaluable. Consider your current situation and where you want to be in three or five years when making this decision. BAs may choose to earn multiple levels of recognition based on their personal needs.