What is the role of the business analyst? A typical response to this question is that he is a bridge between IT and business. Often this view is reinforced by textbooks and training material on business analyst skills and job descriptions. The reality is that there is still much confusion about business analysis as a discipline.

In my opinion, this view is flawed, and it inadvertently leads to a limitation of how most business analysts see themselves. It renders them incapable of offering real value to the businesses they serve, and more importantly becoming top of mind to their business owners. I would argue that business analysts are a triangle connecting three parties: business, IT and the customer, instead of being a bridge connecting two sides. This holistic approach underscores the essential business analyst skills, emphasising the dynamic role of business analytics in fostering meaningful connections.

In some cases, organisational structures further exacerbate the limitation of the business analysts’ ability to deliver value. This happens when business analysts fall within the IT reporting lines and get assigned to various businesses from time to time. This structure has unintended consequences. Business analysts see themselves as IT resources first, and business resources second. At the face of it, this might seem like an insignificant side effect. However, I would argue that it is at the core of the mindset that is adopted by the business analyst. It is responsible for the ‘us’ and ‘them’ situation where the business analyst refers to the business he is servicing as ‘them’, and the IT team to which he belongs as ‘us’. This dichotomy impacts the overall effectiveness of business analyst duties and skills in executing successful business analytics.

So how does the business analyst become top of mind?

There's a clear demand for honing essential business analyst skills—being intimately connected to the business and embodying the role of a genuine customer ambassador. Frequently, those in the business analyst's role reporting to IT encounter challenges in adopting a 'business' mindset. Juggling the business hat and, essentially, that of the customer within IT structures can sometimes make the business analyst feel torn, as if betraying IT colleagues. This dynamic underscores the critical intersection of business analytics and effective business solutions, shaping the career path of those aspiring to thrive in a role as a business analyst.

Confidence is pivotal for a business analyst to revolutionise the reporting dynamic. Negotiating with the IT team on the business sense, not just IT sense, requires courage. Adopting a phased approach in rolling out a solution, as opposed to the IT team’s big bang approach, might align better with business needs—the business analyst should assertively address this with the teams.

A fundamental aspect of the business analyst's role is comprehending customer pain points and how a solution addresses them. Proficiency in business analytics and data analysis is crucial, alongside knowledge of the market, client competitors, and projects with the highest ROI potential. Strategic decisions, compliance perspectives, and market reach all demand answers

Effective communication skills are vital when explaining to the technology team why specific customer information is necessary. Understanding business rules, such as the mandatory RSA ID field, is crucial. The business analyst must articulate why certain design choices impact the customer experience, affecting the journey map.

Undoubtedly, business analysts need solid knowledge of technology trends. Documentation of requirements and translation into system functionality is paramount. Participation in system design sessions with IT teams is a common scenario. Without a technical background, frustration in engagements with system developers and architects is likely. Bridging the gap between business and technology is essential for effective collaboration and value delivery to customers.

In discussing value, the business analyst role has become more critical than ever. With the surge in demand for businesses to deliver value through technology, there's a growing need for professionals with business analyst qualifications. The rise of mobile technology and smart devices necessitates a deeper understanding of business analytics, data analyst, and technical skills. The business analyst's duties now extend to navigating the intricacies of business processes and ensuring successful business analysis for mobile app development. In this evolving landscape, the role of a business analyst is indispensable for organisations aiming to stay competitive in the digital era.

Moreover, techno-savvy customers are demanding convenience and searching for time-saving ways to get what they want. Services have also been commoditised and delivered via systems. The business analyst is required, now more than ever, to marry IT and business to enhance the customer experience through self-service channels via mobile devices and kiosks. Therefore, understanding the technical arena, while showing a solid grasp of the business has enormous benefits.

What skills should the business analyst have?

While the above criteria are crucial for the business analyst to master, there are specific skills needed to achieve top of mind status. The first of these skills is the ability to listen attentively in what is called active listening. To do this successfully, one needs to learn to switch off the internal monologue. This usually happens whenever we are listening to someone else. It requires attentive listening without thinking about your response while the speaker is still talking.

The value of getting this right is that it will allow the business analyst to pick up on and appreciate the nuances inherent in the priorities between IT and business. It is important to note that these parties have different mandates to carry out within an organisation. A common misconception is that IT should not or will not dictate to business. However, the reality is that if business has no clue of what is happening in the IT world, then this dictation happens all the time. A technically informed business analyst who actively listens to both parties stands a better chance at success.

Also, if inactive listening is applied then the finer details that inform the different mandates may be missed, and this might result in conflicts and confusion. Listening actively to both parties during the requirements elicitation and/or JAD sessions can save the business analyst much pain in the future. Active listening is not a talent, but a skill that can be learned and developed.

It is important to note that during system development, especially within an environment that uses a waterfall methodology, a lot of clutter and noise can easily creep in between the time of the initial request (from business) to the time of the final delivery of the solution (by the IT team). A business analyst needs to use active listening and good communication skills to identify what is said (to ask for confirmation), what is implied (to ask for validation) and what is not clearly stated (to ask for clarification) to remove this clutter or minimise its impact.

A business analyst tends to be a leader from the side, meaning that no official authority has been given to lead within an organisation. However, coordinating and managing roles and responsibilities between the business, IT team and the customer puts a huge leadership role on his shoulders.

Great leaders in the business analyst role master the art of influence, a key aspect of their roles and responsibilities. To become a business analyst who is top of mind for stakeholders, mastering the skill of encouragement and influence is crucial. This ability to shift perspectives is not happenstance; it stems from the respect earned by demonstrating a strong grasp of business and domain skills. Confidence gained in these areas also empowers business analysts to educate colleagues about the discipline of business analysis. Effectively dealing with conflict is another vital aspect of the business analyst job. Failure to resolve conflict within a project can lead to delays and heightened stress levels. Ambiguity, a common factor, may create tension and conflict. While it's expected that business requirements from a business analyst are clear, especially in a waterfall-driven environment, the analyst should also adeptly handle ambiguity, bringing clarity to complex situations in the realm of business analytics and business processes.

Proper business analysis and stakeholder management also require a careful study of his participants and engaging with them appropriately. It is not a one-size-fits-all approach. Knowledge of business analytics, understanding which stakeholders may throw a spanner in the works during that big walk-through session is necessary. Getting their buy-in before the meeting is just as important.

Some stakeholders require a one-on-one consultation before the big meeting; others are happy to know about your business analyst qualifications during that big meeting. Some are satisfied with a one-pager or an email highlighting what you expect from them; others require the full story before the meeting. Some prefer a pictorial view of your business operations, while others would like a fine print.

Dealing with expectations efficiently will find the walk-through sessions a walk in the park! Understanding the business analyst role and adopting the right business analyst skills are crucial for managing stakeholders and building relationships. The business analyst must realise that specification documents (whether as business requirements, functional requirements, and even user stories) are not, and cannot be written in isolation. A business analyst who does this runs a risk of creating a ‘disconnect’ between himself, his business, and the development team.

Furthermore, adaptability and flexibility, along with knowing which business analyst duties and skills to use and when, are also essential characteristics. With good relationships, the business analyst can quickly put pressure on the delivery team, without alienating them or begging them without feeling humiliated, and even convince them without offending them.

A business analyst cannot be top of mind without showing innovative ways of solving business problems, a key aspect of business analytics. To do this effectively, he or she needs to demonstrate an understanding of strategic objectives, i.e., why his business is going in a particular direction. Often, it requires a ‘big picture’ view which takes the business analyst from a departmental to an enterprise level. Presenting this big picture view builds confidence to identify the alignment between an individual project and what the organisation is trying to achieve.

With this comes the confidence to challenge the business if there is a misalignment regarding the organisational strategic objectives and the project, a critical aspect of the role of business analyst. Arguing a case against a project that does not contribute value will put the business analyst in good stead with the business owner – especially after it has been proved correct by the lack of return on investment.

Lastly, nothing can replace passion, enthusiasm and dedication. These attributes cannot be measured, however, when they are not there – they are conspicuous by their absence! Business owners will notice a lack of passion for their work and a reluctance to do what is necessary. It is also self-evident when a business analyst only does the bare minimum. The business owner needs someone who can energise the team and ultimately go the extra mile!

Editor's Note: This post was originally published on 10 Augustus 2016, and was updated on 5 December 2023