Archive for October, 2007

Struggling to define Business Analysis and the BA role

There is still a lot of debate in BA circles around what our role is and what is offered by the various organisation representing and supporting BAs. Is the role all about requirements analysis? Are we just interested in IT and systems analysis or are our practitioners focused on the broader business and processes?

I came across an interesting article forwarded to me by some information architecture friends, Matt and Andrew. The article on the discipline and role of IAs was written by Jesse James Garrett in 2002 and the issue of defining the roles of IAs that they were struggling with back then, are very familiar issues that we are now facing as BAs.

Garrett argued that there is a discipline known as information architecture as well as a role known as information architect and that they evolved hand in hand but the time had come for change. Thus, just as there is the discipline of Business Analysis, there is the role of a Business Analyst. If we define the discipline based on the role then we may potentially be too broad as the role of as business Analyst varies from organisation to organisation an em-compasses BAs working as commercial, process, financial, technical and systems analysts. If we define the role based on the discipline, then whatever the field of business analysis is, those who are specialists in this field are business analysts. This definition however could, in practice, become too narrow.

As suggested by Garrett we seem to be at an impasse Any definition broad enough to encompass the role is too broad to foster useful discussion of the discipline; any definition narrow enough for the discipline is too narrow for the role” and “Basing either definition on the other means one is going to be insufficient. Trying to do both at once isn’t working, producing a classic chicken-and-egg problem”.

We really need to define the scope of what is business analysis and then can look at what that discipline offers in the way of frameworks and tools to its members, as the specialists in this field. If we decouple the definition of the discipline from the definition of the role entirely then we have the opportunity to concentrate on more precisely defining the discipline of business analysis.

Requiements Management post script

Well I’ve been a bit quite of late as I have been on some much needed rest and relaxation so I have sadly neglected my blog.

I have had a number of comments with suggested tools to consider and comments wanting to know which requirements management tool we choose. After a couple of months of assessing different requirements management applications we did propose Holocentric to the management team. We liked its requirements management flexibility, business process mapping, ability to map relationship and traceability.

We hit a wall though when it can to implementation and unfortunately have had to go back to our previous tools. There were two main barriers.

1. Cost: Set up costs of initial training and licences required to to use the product (these costs were not part of the original project budget so would require new funding).

2. Downtime: We had invested so much time already using the current tools that to convert our current work to the new software would mean a lot of rework to get to the same point and extend the project time-lines.

So, whilst it was too late for this particular project, we now are aware of other tools out there and can captilise on these for our next project.