How do Business Analysts approach problem-solving?

Defining the problem is a critical first step in business analysis. It involves a thorough examination and clear articulation of the specific challenge, achieved through data analysis, stakeholder engagement, and interviews. The goal is to create a precise problem statement that identifies both symptoms and root causes. This clarity forms the basis for effective problem-solving, guiding subsequent activities like requirement gathering and solution development. By rigorously defining the problem, business analysts ensure a shared understanding among stakeholders, facilitating the development of targeted solutions that address the core issues faced by the organization.

Any problem requires a step by step approach to be solved. Step 1. Identify the area of impact Step 2. Break it down into key levers that can cause the impact Step 3. Sort these levers on the basis of highest to lowest impact Step 4. Deep down on each of these levers to do an RCA on what went wrong. The important part is to form hypothesis to test using data Step 5. Once the issue is identified work with the business team to define solutions and contingencies if possible

In problem management, as with any other process the effectiveness of the upstream process step has a huge bearing on the outcome of the process. A clearly defined and articulated problem statement that is specific, measurable, achievable, relevant and time-bound (SMART) ensures the right focus on the right problem being handled the right way !

In my experience, this is the most critical part where a Business Analyst makes an impact. Ensuring the problem is identified correctly, defined accurately, vetted thoroughly, and documented completely, are the foundations of all the next steps. One word of caution is to not make haste in the assumptions and constraints.

Business Analysts approach problem-solving by initially defining the problem thoroughly. This involves understanding the context, gathering information through interviews and research, and asking targeted questions. They establish clear objectives, identify pain points, and scope the problem by defining boundaries, assumptions, and constraints. The prioritization of issues and consideration of business value guide the problem-solving process. The creation of a concise problem statement, validated with stakeholders, is crucial. Throughout this process, BAs continuously refine the problem definition and document it clearly, ensuring it serves as a foundation for effective problem resolution aligned with the organization's goals.

Analyzing the problem is a critical step in business analysis. It involves a thorough examination of data, stakeholder perspectives, and relevant documentation to understand the underlying causes and implications. Through techniques like SWOT analysis, business analysts prioritize key factors, informing strategic decision-making for targeted solutions. This analytical process ensures that subsequent steps are aligned, paving the way for effective problem resolution and organizational success.

While these methods (and others) are useful to help you arrive at a well structured analysis, I add one additional question: So what? It sounds cheeky and easily dismissed, but it is a question you need to answer. If we do nothing, what is the impact? If this problem does not get addressed now, will it matter? Is the response required more resource intensive than the value delivered? Do our customers actually care? As to stakeholders, the question I always pose to my team is to answer for each stakeholder: WIIFM? (What's In It For Me?). Another cheeky question, but realistically it helps you focus on why the stakeholders care, be it technical, personal, professional, organizational or reputational. Remember - Context is Key!

If the solutions you propose for a particular problem is the tip of the iceberg , the analysis you put in is the iceberg itself ! The more time you spend in gathering data , understanding the current situation and facts both internal and external to the organisation the sharper and more relevant your solution would be. Sometimes I spend a lot of my time immersing myself into research and going through information without any preconceived notions of the solution. I’ve found that to be a great way to come up with completely new, innovative and creative ideas. For every 10% of the time you spend in formulating the solution , 90% of the time should be spent in researching around it. Much like the part of the iceberg that’s under the water !

The first step will be defining the root cause and Business impact for understanding the patterns to develop a effective solution, after analyzing full complex data come with the strategy with the most effective resolution

After understanding the problem, getting Customers/Stakeholders' feedback and perspectives can be very useful to get closer to the solution. You can use a Root Cause Analysis by finding out the reasons that contributes to the problem. Asking the 5W1H, 5 Whys and 1 How, can be very useful as many has highlighted. You can also use Gap Analysis to identify the gap between what is the standards being used currently compares to what should be the actual standard it should be achieving. Identify the gaps, any discrepancies and what is the desired outcome.

Generating solutions is a pivotal stage in business analysis, following a comprehensive understanding of the problem. Business analysts leverage creativity and analytical thinking to brainstorm and assess potential solutions. This phase involves considering various alternatives, evaluating their feasibility, and estimating their potential impact. Through collaboration with stakeholders and teams, analysts aim to identify practical and effective strategies to address the identified issues. The goal is to propose well-rounded solutions that align with organizational goals, and these proposals often include a detailed business case outlining the benefits, costs, and implementation plan for each recommended solution.

The plural of "solutions" is absolutely key. There is rarely, if ever, a single solution. You need to develop variations and counter-perspectives. Each option should have levels (high, medium and low) to help stakeholders align priorities and resources appropriately. These levels can be across Resources, Cost, Schedule and/or Delivery. This in turn will allow an analysis of alternatives and modeling of resource commitment vs return vs criticality/time to allow you to select the best solution for the situation. This also has the benefit that you have the flexibility of other solutions already considered if you begin the process and either identify impactors you had not previously defined, or if the solution you chose proves unviable.

You don't have to be the only one to generate a solution; ask your peers, ask the stakeholders, ask your friends or family. Sometimes, the brightest ideas may come while you're showering, or when you're pensive on a car ride. But talk to people about your challenge; sometimes, a fresh pair of eyes is all one needs.

Another good approach is unconstrained thinking to bring out creativity. Getting options down without any constraints will generate great discussions and ideas people will not initially think of because people default to what they know during most brainstorming events but by removing constraints people can come up with some really innovative ideas. Once you have you long list then you start adding the constraints to produce your short list to then apply a feasibility assessment to them.

Methods mostly involve creative techniques such as brainstorming. There are different ways to structure brainstorming sessions, but it is important to note that: Good stakeholder analysis will inform who you include in which session so that you can optimise for best ideas generation and different points of view. You must have a planned approach which includes pre-planned questions and an agenda. You must set the scene so that participants know what their role is and what they will be doing in the session (no surprises). You facilitate rather than dictate the solutions.

Business analysts evaluate solutions by meticulously considering various factors. They assess the alignment of the proposed solution with defined requirements, scrutinize its feasibility and practicality, and conduct a cost-benefit analysis to gauge the financial implications versus anticipated benefits. Additionally, they evaluate risks, analyze the solution's impact on existing processes and stakeholders, assess scalability for future needs, and consider the timeframe for implementation. User acceptance, return on investment (ROI), and compliance with regulations are also integral aspects of the evaluation process. Through this comprehensive analysis, BA ensure that the chosen solution effectively addresses the identified problem.

Having full traceability throughout will make life so much easier when assessing against the criteria and the requirements. Using the right approach is really important when evaluating the solution, if the improvement is to customer experience over efficiencies you need to select the most appropriate approach.

I think implementation is the trickiest part: I've seen many get buckled because they don't know how to implement it. Think of it like deconstructing a lego piece: know what each piece is meant to do, and ensure it does that. The job of an analyst or a manager is to ensure everyone knows what they're responsible for so that the ends can be met. Don't forget to add milestones and progress checks so you know where the cogs in the system stand. If there's a deadlock, you'll be able to trace it.

In implementing solutions, business analysts execute a well-orchestrated plan. They meticulously coordinate tasks, allocate resources, and maintain open communication with stakeholders. Through comprehensive training initiatives and robust support mechanisms, they facilitate a seamless transition for users. Employing effective change management strategies, business analysts address resistance and promote a positive shift. Continuous monitoring allows for real-time adjustments, while collaboration with IT ensures technical integration. QA measures, including thorough testing, precede a phased rollout strategy to manage risks. Post-implementation reviews provide valuable insights for future. BA contribute to the successful smooth rollout.

There is a saying that goes that with new solutions come new problems. It is somewhat ironic but I have witnessed this many a times in my work experience. That said, point to be made is that the learning never stops even after the implementation of a problem which seemed smart in foresight. Continuous improvements will have to be made to the initially proposed solution, as more feedback comes from the ground - be it from other BAs, developers, business users, etc. Now, if your team do practise the Scrum methodology, this becomes even more ingrained, seeing how there is a retrospective session at the end of each sprint to gauge what went well, what went bad, and what can be further improved. All in all, change will be the only constant.

I like this step because its tells you how to behave in similar situation from one side...and is a building up knowledge, continuous improvement on the other side.

Business analysts learn from solutions through reflective practices. They assess the success of implemented solutions, gather user feedback, analyze performance metrics, and document lessons learned. Collaboration with stakeholders provides diverse perspectives, and insights gained are used for continuous improvement. By sharing knowledge within the team and organization, business analysts enhance their problem-solving capabilities, ensuring a cycle of learning and refinement in future endeavors.

Solutions get better with time. We learn, we adapt, we improve. And with technology changing so fast and stakeholder expectations as well, this seems to have become most important step in the entire journey.

Once the solution is implemented, we continue to monitor its performance and gather feedback. This involves: 1. Monitoring key metrics: Business analysts track relevant metrics to assess the effectiveness of the solution. This may include customer satisfaction, efficiency gains, cost savings, and other performance indicators. 2. Feedbacks: Stakeholders are consulted regularly to gather feedback on the solution's performance and identify areas for improvement. 3. Iterating and optimizing: Based on feedback and performance data, business analysts iterate on the solution, making adjustments and enhancements as needed. The goal is to continuously improve the solution and ensure it remains aligned with evolving business needs and objectives.

Key to problem solving consists of understanding the context behind the business problem, then form hypothesis through issue tree, prioritise the most likely hypothesis and analyse data to confirm/disprove your hypothesis. Use similar iterations to identify likely causes. Connect the dots to form a coherent story

It is important to understand that just following all these steps is not the end of the job. Once the learning is done, it is also important to make sure certain errors are not repeated. Very seldom it happens that based on the feedback gathered, necessary actions are taken to prevent the same errors occurring again. Effective documentation plays a critical role which helps all stakeholders understand the issues happened in the past and the corrective actions taken.