Business Analysts Consulting
Being assigned to a new project is an exciting time as a business analyst, but it can also be nerve-wracking. You might be wondering what exactly is expected of you, what deliverables you should be creating, and how to guarantee success on your project.
Depending on the size and complexity of your project, Our Business analyst’s consulters will use this process flow below which shows how you might iterate through them on a typical business analyst project.
Step 1 – Get Oriented
Often as business analysts we are expected to dive in to a project and start contributing as quickly as possible to make a positive impact. Sometimes the project is already underway. Other times there are vague notions about what the project is or why it exists. We face a lot of ambiguity as business analysts and it’s our job to clarify the scope, requirements, and business objectives as quickly as possible.
Step 2 – Discover the Primary Business Objectives
It’s very common for business analysts and project managers to jump right in to defining the scope of the project. However, this can lead to unnecessary headaches. Uncovering and getting agreement on the business needs early in a project and before scope is defined is the quickest path forward to a successful project.
Step 3 – Define Scope
A clear and complete statement of scope provides your project team the go-forward concept to realize the business needs. Scope makes the business needs tangible in such a way that multiple project team participants can envision their contribution to the project and the implementation.
Step 4 – Formulate Your Business Analysis Plan
Your business analysis plan will bring clarity to the business analysis process that will be used to successfully define the detailed requirements for this project. Your business analysis plan is going to answer many questions for you and your project team.
Step 5 – Define the Detailed Requirements
Detailed requirements provide your implementation team with the information they need to implement the solution. They make scope implementable.
Without clear, concise, and actionable detailed requirements, implementation teams often flounder and fail to connect the dots in such a way that delivers on the original business case for the project.
Step 6 – Support the Technical Implementation
On a typical project employing a business analyst, a significant part of the solution involves a technical implementation team building, customizing, and/or deploying software. During the technical implementation, there are many worthwhile support tasks for you to engage in that will help drive the success of the project and ensure the business objectives are met.
Step 7 – Help the Business Implement the Solution
Your technology team can deliver a beautiful shiny new solution that theoretically meets the business objectives, but if your business users don’t use it as intended and go back to business-as-usual, your project won’t have delivered on the original objectives. Business analysts are increasingly getting involved in this final phase of the project to support the business.
Step 8 – Assess Value Created by the Solution
A lot happens throughout the course of a project. Business outcomes are discussed. Details are worked through. Problems, big and small, are solved. Relationships are built. Change is managed. Technology is implemented. Business users are trained to change the way they work.
In this flurry of activity and a focus on delivery, it’s easy to lose track of the big picture. Why are we making all these changes and what value do they deliver for the organization? And even more importantly, are we still on track? Meaning, is the solution we’re delivering actually delivering the value we originally anticipated?
Nothing creates more positive momentum within an organization than a track record of successful projects. But if we don’t stop and assess the value created by the solution, how do we know if we are actually operating from a track record of success?