Preface the purpose of this book

The purpose of this book is to describe the breadth of the business analysis professional role and to offer concrete strategies for working effectively in this arena. This role is frequently misunderstood. The individuals who perform business analysis work have varying titles: systems engineer, product manager, requirements engineer, business systems analyst, project manager, developer, system architect. Throughout the book, the title business analyst will be used to represent the business analysis professional. It is critical for business analysts to understand the larger context within which they work: the enterprise, the project, and the technical environment. A business analyst is expected to completely understand the business domain which he or she represents, understand how this business area fits into the enterprise as a whole, and understand how current and future technology can support the work of the business, along with helping to develop ideas for improvement of the business processes. This is a tall order. When new business analysts begin to understand the expectations of the role, they are often overwhelmed. This is not a profession where one becomes an expert overnight. Knowledge and skills can be continually updated and improved, making the analyst more effective and valuable to an organization.

There are many books available that describe various approaches to eliciting and analyzing quality requirements. This book includes a brief overview of key analysis techniques, along with excellent resources recommended to learn techniques like developing business models, data models, workflow diagrams, and UML diagrams. However, it is not the purpose of this book to teach every technique. Techniques and approaches for which good resources are not available are described in more detail. This book strives to give business analysis professionals a solid foundation and springboard upon which to build their skill sets. It provides a detailed understanding of the work of business analysis, a profession which is complex and often difficult to define.

Intended audience

This book is intended for people who are performing business analysis work. As mentioned previously, their titles and roles are varied. Examples include business analyst, project manager, systems analyst, quality analyst, product manager, developer, tester, system architect, and data analyst among many others. It is also intended to help executives, managers, and human resource professionals who are working to establish business analysis job descriptions and career paths in their organizations.

Read this book cover to cover if you are a new analyst. It will explain the fundamental concepts of business analysis in a language that you will understand. This book will also be useful for project managers who are expected to perform business analysis work. Other project team members performing analysis and critical thinking, like systems analysts, quality analysts, testers, and developers, will gain insights that will improve the quality of their work. In addition, product managers and business development professionals, who are always gathering requirements and working to meet them, will also benefit from the concepts presented in this book.

If you are considering business analysis as a profession or are new to this role, this book will help answer the question: Is this the right job for me?

The book will be a reference for experienced analysts. Each chapter includes detailed explanations and descriptions of business analysis tasks, strategies, and recommended techniques. Each chapter also includes examples of successful and less than successful project situations from which you can learn.

If you are managing, working with, or are responsible for hiring business analysts, this book will give you a good understanding of what business analysts are and how they work. Since the work of business analysis is very complex and broad, managing professionals in this area can be challenging. The more you understand their responsibilities and tasks, the better you will be able to support them and evaluate their success.

Note to hiring managers: Business analysis is not a job; it is a profession. A person who does not feel passionate about this role will not excel. Since business analysts need an understanding of the business, many organizations look for candidates from among their current employees. Many of the skills necessary to be a successful business analyst are found in other professions. To recognize potential business analysts, look for people who don’t simply do what they are told, but ask why. They often suggest process changes that are simple yet effective. This book will help to identify the right people in your organization to consider for business analyst positions.

Many organizations have put individuals into business analysis roles who do not have the aptitude and/or passion to be successful in the business analysis profession. This sometimes occurs due to a lack of understanding of the skills and the role. If requirements are thought of as simply “documentation” and the business analyst as a “documenter” or “requirements specifier” (IBM’s Rational Unified Process®), the organization will continue to have problems with projects even after implementing a formal business analysis position. Be careful with titles vs. roles. Titles are important. Business analysis professionals should not have titles like “procedure writer” or “documentation specialist.” Titles should reflect the scope of the job. The title business analyst is very popular in the profession because it uses two words that accurately describe the work: business (focus on understanding and advocating for business stakeholders) and analysis (critical thinking skills).