There’s more to being a BA than just gathering requirements.

A lot of BA’s I’ve met focus on getting into the detail. What’s the problem? What are the artefacts I need to produce? Who do I need to speak to? What does the business do?

This all gears towards building the inevitable processes and requirements.

The key thing that I see a lot of BA’s and IT staff missing is: “How do I tailor my approach to my stakeholders to get the most out of them?”

It’s great to identify who your stakeholders are, understand their slot on a RACI, know their role in the organisation. It all helps in preparing for the time you hit them with the ‘5 Whys’ or another technique. But a BA’s true success is in their style, can you flex and adapt to speaking to senior management - being short, sharp and punchy vs the diplomatic approach to end users whose jobs are going to be made redundant by your project.

We all have a job to do, but the way you do it, provides a lasting legacy.

Stakeholder acceptance of change in the future, the level of moaning they do at home about this “new, flipping IT system”, our role is going to have a major effect on people’s lives and we should be a people person who flexes to the style they need us to have.

About the author
Chris EvansChris Evans, Business Analyst at Specsavers

Chris previously worked at Aviva UK Health, progressing to Lead BA from Complaints Administrator. He has always been able to build strong relationships with people and this is what led him to being a BA. For Chris, being a good BA is about being able to deliver change hand in hand with the business...not just writing requirements documents.  

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    linda johnston wrote on 24th Sep 2014

    We all have a job to do, but the way you do it, provides a lasting legacy - I like this a lot, thank you for my thought for the day

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