15. Business Analyst

The term Business Analyst (BA) is used to describe a person who practices the discipline of business analysis. A business analyst or "BA" is responsible for analyzing the business needs of clients to help identify business problems and propose solutions. Within the systems development life cycle domain, the business analyst typically performs a liaison function between the business side of an enterprise and the providers of services to the enterprise. Common alternative titles are business analyst, systems analyst, and functional analyst, although some organizations may differentiate between these titles and corresponding responsibilities.

The role of the BA is key in software development projects. Typically, in organizations where no formal structure or processes exist, the Business Owners and Developers communicate directly. This can present a problem: the goal of the Business Owner is to get what they want very quickly, and the goal of the Developer is to give the Business Owner what they want as quickly as he/she can give it to him/her. This leads to creating changes in a vacuum, not necessarily taking the needs of all users of the system into account. There is rarely any detailed definition of the requirements, and many times, the real reason for the request may not make good business sense. There tends to be no emphasis on long term, strategic goals that the business wants to achieve via Information Technology. The Business Analyst can step in, instate structure and formalization of requirements, which may lead to increased foresight among Business Owners.

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 (BPR), or improvements (BPI) 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" (BPI), 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. In any case, the term "analyst" is lately considered somewhat misleading, insofar as analysts (i.e. problem investigators) also do design work (solution definers).