What's your approach to business analysis in different domains?

Business analysis varies across domains. In **IT and Software Development**, it involves translating business needs into software requirements. **Finance** requires understanding of financial concepts, modeling, and risk management. In **Healthcare**, it involves understanding healthcare regulations, analyzing health data, and improving patient care processes. In **Manufacturing**, it focuses on improving production processes, reducing waste and implementing ERP systems. For **Retail**, it involves enhancing customer experience, market research, and working on eCommerce systems. Regardless of the domain, the core of business analysis is understanding needs, analyzing requirements, and facilitating solutions.

I did an experiment two years ago, to learn a new domain by applying my toolkit of analysis playbook. My findings: -research, talking to subject matter experts, applying the rigour of end-to-end process review, playing it back to stakeholders using different visual techniques and running knowledge share lunch and learn sessions helps not only you but the rest of new joiners become expert in the domains they are working in which helps the organisation deliver quality software

As a Business Analyst with experience across various sectors like finance, insurance, real estate, consulting, and the public sector, I approach new roles with excitement for learning. As a contractor, I set targets. In my first week, I dive into learning about the industry, company, acronyms, and terms. This prepares me to ask focused questions. By the second week, I know enough to engage with stakeholders effectively in meetings, as the ability to hit the ground running is crucial, no matter the domain. I also make friends at work and have no reservations about asking questions, especially over coffee. I believe learning is continuous, and with time, I become more at home in any environment.

1. Finance Domain: - Analyze financial statements, such as balance sheets and income statements, to assess a company's financial health. - Conduct cost-benefit analysis to evaluate investment opportunities. - Example: Assessing the profitability of a new product launch for a manufacturing company by analyzing projected sales, production costs, and market demand. 2. Marketing Domain: - Conduct market research to identify customer needs, preferences, and market trends. - Analyze customer segmentation to target specific customer groups effectively. - Example: Analyzing customer feedback and surveys to identify key drivers of customer satisfaction and develop marketing strategies to improve customer experience.

Approach to business analysis in different domains involves: 1. Familiarize with the domain. 2. Identify stakeholders. 3. Elicit requirements. 4. Analyze requirements. 5. Design solutions. 6. Validate and verify. 7. Manage change. 8. Continuously improve. Adapt approach to domain-specific needs and context. Seek expert advice when necessary.

Business Analysis is a domain Agnostic role. It means that if you follow the Business Analysis process then let there be any domain you will definitely succeed. Being a Business Analyst, Every day is learning to me, therefore one should keep in mind that every day is new and you have to start it from a scratch. Domain related questions can be answered by SMEs , so focus on the BA process and tools.

General framework is necessary for successful steering the development process. Within selected framework, BA should have freedom to make decisions and support the team by eliminating dilemmas when they occur, all aiming to reach successful release delivery.

The choice of a framework or an approach to work without understanding the goals you aim to achieve, the results to obtain, and the environment in which you operate is senseless. To select the right framework, you must comprehend the project context, the needs and expectations of your stakeholders, and various other factors. There is no simple rule indicating that in a given project, you should choose Scrum, while in another, strictly adhere to the Waterfall. A framework is a tool; without understanding your and your stakeholders' needs, you won't be able to determine which tool is appropriate and will enable the achievement of your goals.

Leverage industry-standard frameworks whenever appropriate, as stakeholders will be familiar with these. This also aligns your analysis with common conventions. But maintain flexibility in using new or adapted frameworks as needed. Every organisation and situation is unique, so be open to tweaking or customising frameworks. Assess each engagement to determine if existing frameworks fit the needs or if a new framework needs to be developed. Get stakeholder input here. Blend different frameworks together if a single one doesn't meet the comprehensive analytical needs of a project. Be creative in developing hybrid models.

The Business Analyst should be encouraged to leverage, apply or customise their approach, techniques, tools and outputs, to suit the change situation. This situation or context may be distinct to the organisation, the change, delivery methodology, the stakeholders and, the delivery team. Wider external or internal frameworks can inform the approach, as well as provide guidance on possible standards.

Learn the terminology used in the domain by listening to your stakeholders, identifying terms or language that you may not typically use or haven’t experienced in this context, then understand what is meant by each term in the context of the new domain. When you are sufficiently familiar and have learned to appreciate each new term, from different perspectives that are applicable in the new domain, you can, and will use the language yourself. What’s more, by this point you will feel credible in doing so and be able to explain to those that are in the position of not being familiar with the language domain themselves…Just as you once were.

Sharing the stakeholder language is critical to properly drive discussions and communicate information. However it is not just the domain language that needs to be understood, it is the company-specific language and the people-specific language. It is common that different teams within the same company have similar acronyms for different things (e.g. ADP could stand for Automated Data Processing in one team and Advanced Development Program in another). Research and experience will help, but validating an understanding with the stakeholders is key.

Learn the language and terminology of each new domain you work in. This helps build credibility. Find similarities and universal principles that underpin all business analysis, regardless of domain. An example might be, defining the problem, understanding needs, structuring analysis. Talk about remaining flexible and not getting rigid in your approach. Be willing to adjust and find what works best for each new situation.

When starting to learn a new domain, all unfamiliar words, acronyms, abbreviations, etc. have to be cleared out. Otherwise, it could be hard to follow discussions and read materials. For experienced team members, a lot of things are understood and some things go without saying. Therefore, novices should write down explanation for all unknown issues and ask questions until all is cleared out. Of course, nothing can change experience so after some time, it will be much easier (especially for large domains).

Nothing speaks more effectively to your agility in a new work environment than picking up the lingo of the organisation you're in and being able to communicate on the same terms with your new colleagues. Find a list of definitions / glossary of terms on the intranet (most places have something) and familiarise yourself with it. Check out the org chart and see how the company titles their managers and divisions. Attend town hall meetings and hear how presenters speak and express the work happening in their parts of their business. Plenty of ways to soak up the 'language' in the new place.

The notion of value in a domain may be intrinsically connected to the nature of the domain, but might also be unique to the specific organization or engagement. For example, financial measures might be key value drivers in the Banking industry in general, but ease of use might be a key driver for a specific software project for the bank.

To identify value in business analysis, it is a need to I perfume a Value Assessment Framework. First, engage stakeholders to define what value means to them, focusing on outcomes like increased revenue or improved satisfaction. Second, apply value mapping techniques to visualize current processes and identify areas where improvements can generate value. Third, conduct a cost-benefit analysis and establish key performance indicators to quantify and track value over time. This approach ensures alignment with business goals, prioritizes impactful tasks, and demonstrates clear value delivered.

For a business analysis to truly resonate and drive decision-making, understanding the derived value is paramount. Emphasizing value not only streamlines tasks but ensures stakeholder alignment. Implementing tools like value proposition or cost-benefit analysis can objectively quantify this value. Remember, it's not just about doing the work; it's about making sure that work translates to tangible benefits for the organization.

Identifying and understanding the value that business analysis brings to stakeholders and users is crucial. It not only guides the prioritization of tasks but also ensures that the efforts contribute meaningfully to the goals and objectives of the organization. Techniques like value proposition, value stream mapping, and cost-benefit analysis provide valuable insights into the impact of business analysis deliverables. Clearly communicating this value enhances stakeholder buy-in and supports the successful execution of business analysis activities.

There are many ways that the business analyst can identify business needs. It can be a result of market research or a new opportunity brought about by actions of a vendor or competitor.It could be derived from a strategic goal or initiative of the organization. It could have come from a business user complaint about a current system issue and/or the subsequent Root Cause Analysis.It could also be derived from an Enterprise Analysis activity, such as Capability Gap Analysis, SWOT Analysis or Product Feasibility Analysis.BA's help realize the value of identifying some business needs that need to be addressed, possibly gaining greater competitive advantage, possibly achieving strategic goals or taking advantage of an opportunity in the market.

In the dynamic world of business analysis, rigidity can be a roadblock to success. It's imperative for analysts to adapt and pivot as the situation demands. Different challenges require varied approaches, and a one-size-fits-all mentality may not always yield the best results. By fostering an open-minded and collaborative environment, organizations can navigate complexities more efficiently and ensure they're always a step ahead in their assessments and solutions.

I'd agree with other contributors, in that creativity, tailoring, and flexibility are usually the key to success. Blindly following and trying to shoe horn techniques and frameworks, often yields poor results as well as disengaged stakeholders.

Adaptability is indeed a key trait for effective business analysis in any domain. Embracing flexibility allows business analysts to navigate diverse challenges and seize opportunities as they arise. In the ever-changing landscape of different domains, being open-minded, creative, collaborative, and proactive enables business analysts to respond effectively to evolving circumstances, contributing to successful outcomes in their analysis activities.

Flexibility is one of the most poorly used term in any business. "Being Flexible" is good, but one should set their limit of "Flexibility" especially in terms of "Benefit Expected" or "Marginal Benefit Expected"

One very good way to learn more of a specific domain is to find and read Business Analysis work items that have been generated for that domain in the past, e.g. Business Requirements Documents, Use Cases, etc. If you are new to a specific domain and have access to past work, then there is nothing that will get you into the right frame of mind more quickly!

There are so many excellent blogs, podcasts, books, publications, and YouTube channels out there. Many of which can be discovered easily on LinkedIn. For BA podcasts, I personally enjoy BA Brew, and the new Inside Business Analysis series.

This is the most important activity. There are lot of reports published by industry body & leading consulting companies. They are really useful to understand the market trend, upcoming risk & challenges. Learning process should be "Self Motivated" and never imposed.

Any domain you have work BA skill set remains the same. You need to be a good observer communicator and quick learner. Try to get domain knowledge once you enter in any new domain , do the training, product certification, interact more with subject matter experts, if you don’t know any thing check internally with the team to know more details. Be a good listener and learn from other team members project experience.

I agree. Keep learning from various experiences whatever domain. Take constructive criticism and use it to your benefit to improve yourself.

I believe that some domains, especially finance and insurance, have created considerable barriers to entry for BA's that do not have past experience in the field- past experience in the field is almost always a prerequisite for employment. I see great opportunity for education providers and industry organisations to create bridging courses for Business Analysts to better understand and prepare for working in these fields.

Don't be afraid to ask questions. As a business analyst, you don't necessarily have to know all the details and specific rules of a particular business area; that's why you work with stakeholders to gather the information needed to solve a business problem. The art lies in asking the right questions, listening, and drawing conclusions. Tools and techniques can be learned relatively easily, but without the art of communication, we won't achieve our intended goals.

Business Analysis: Domain Dialect! Understanding your domain is key! Here's how to speak its language: Non-Finance BA: Focus on industry-specific workflows & challenges. Tailor solutions to fit the unique needs of your domain. Tech BA :Still bridge the biz & tech gap, but emphasize translating industry needs into tech solutions. I suggest sharing relavant domain knowledge to the community always irrespectively.

As someone who moved from the HR IT domain to the finance domain as a business analyst, I believe the main things to focus on when it comes to business analysis in different domains is focusing on your strengths as a BA. What skills work best for you across domains? How do they benefit the team and project? Are things that you focus on. In addition, it’s important to have an inquisitive nature and an interest for continuous learning so that you can grow in your role in the new domain and help achieve the goals.

One additional dimension to consider is the people aspect of the business. They are still a vital component that keeps the material flowing. Same processes across similar plants lead widely varying performance and it can usually be attributed to the people involved.