Business Analyst Role Profile
business analyst role profile
business analysis – Key To The Business
Business Analysis is the discipline of identifying business needs and determining solutions to business problems. Solutions often include a systems development component, but may also consist of process improvement or organizational change or strategic planning and policy development.
Evaluate and prioritize the feasibility of various business initiatives. The business analyst, acting as an intermediary between the business and technical communities, analyzes competing business needs and develops plans to implement the projects that support stakeholder objectives.
Aim of business analysts
Ultimately, business analysts want to achieve the following outcomes:
- Reduce waste
- Create solutions
- Complete projects on time
- Improve efficiency
- Document the right requirements
Roles of Business Analysts
As the scope of business analysis is very wide, there has been a tendency for business analysts to specialize in one of the three sets of activities which constitute the scope of business analysis.
Strategist
Organizations need to focus on strategic matters on a more or less continuous basis in the modern business world. Business analysts, serving this need, are well-versed in analyzing the strategic profile of the organization and its environment, advising senior management on suitable policies, and the effects of policy decisions.
Architect
Organizations may need to introduce change to solve business problems which may have been identified by the strategic analysis, referred to above. Business analysts contribute by analyzing objectives, processes and resources, and suggesting ways by which re-design, or improvements could be made. Particular skills of this type of analyst are “soft skills”, such as knowledge of the business, requirements engineering, stakeholder analysis, and some “hard skills”, such as business process modeling. Although the role requires an awareness of technology and its uses, it is not an IT-focused role.
Three elements are essential to this aspect of the business analysis effort: the redesign of core business processes; the application of enabling technologies to support the new core processes; and the management of organizational change. This aspect of business analysis is also called “business process improvement” , or “reengineering”.
Systems analyst
There is the need to align IT Development with the systems actually running in production for the Business. A long-standing problem in business is how to get the best return from IT investments, which are generally very expensive and of critical, often strategic, importance. IT departments, aware of the problem, often create a business analyst role to better understand, and define the requirements for their IT systems. Although there may be some overlap with the developer and testing roles, the focus is always on the IT part of the change process, and generally, this type of business analyst gets involved, only when a case for change has already been made and decided upon.
How to do business analysis effectively and know what they are looking for, and also draw the right conclusions from what they find. Not only that, but they must take the correct actions based on that business analysis and structure accordingly. Everyone learns from their mistakes and the ability to use business analysis to spot errors and correct them.
About the Author
Veena Vishwanath a student at Integrated Quality Training Institute ,wrote this article on Business Analysis
What is the difference between a profile of a Business analyst and Sales.?
Both business analyst and sales guy need to gather business requirement. so how a business analyst role is different from a sales guy?
A major difference is in the depth of information they collect (which may reflect differences in sources), a second difference is the purpose for gathering the information, and a third difference is the use to which the information is put.
A salesman prefers to work with senior personnel who are decision makers for the enterprise. At this level, the reasons for which a software product is purchased are usually summarized into statements of business goals: reduce costs, simplify operations, improve response time, support customers, involve vendors, etc. The sales person’s job is to gather enough information to ensure that his product is a good fit for the client, and that implementation of the software will yield expected benefits. Great levels of detail about the clients business processes may not be warranted for the sales investigation; such details may even be counterproductive, or a waste of time, if the business processes are being re-engineered as part of the implementation of new software.
A business analyst, on the other hand, requires significant detail about the business processes of the client, in order to correctly install and configure the software, and the business logic and data the analyst gathers may determine, to a great extent, the success of operation of the software. For a business analyst, it is not enough to know that the inventory valuation is method is average cost; the analyst must know on what average cost basis inventory aging adjustments and obsolescence are to be applied. Accordingly, the analyst collects and verifies information in a rigorous process which generally involves interviews, questionnaires, surveys, business documentation reviews, sample documents, and procedural manuals and memos. The analyst generally works with lower level functional personnel in the business, who perform jobs the software will facilitate, gathering individual and organizational knowledge that they typically hold in informal knowledge stores, some of which may be at odds with the formal procedures the executives of the business believe are actually used methods. He tests the accuracy of his data gathering and the functionality of the software thus configured, with substantial pilot period operation, or parallel testing of old and new systems.
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