Every day companies call on business analysts to determine what needs to be done to complete a particular task. Each avenue should be explored and analyzed to implement the project proposal. The project scope defines the actions that may or may not be. Everyone involved must answer to others so that management is satisfied with all that has been done to improve the situation. Everyone stays on task. The project as a whole comes together. Teams coordinate with each other to implement goals in code. Everything went according to plan. In the end, everything fell apart. Nothing is what it seems. The project failed to achieve what was planned. Business Analyst hung to dry. Every finger pointed at him. Actually, this is not the fault of the analyst.
It was a concerted effort from the start. When the problem is identified as such and the thing that needs to be done is when the business analyst comes into scope. Management said it was done. He said he did. The low end says it’s not what we need anymore. so what happened? The first is to fail to disclose all the necessary information and make an adequate assessment of the situation.
A business analyst is not a mushroom. You can’t keep it in the dark. They must know the ins and outs of the company. He must be familiar with the vision or ultimate goal of the company. Some facts and figures just won’t work. Disclosure can close the project more tightly than cylinders.
As a liaison between the department and top management, the business analyst must collect data from all involved in the project. When someone doesn’t feel like being a team player, it can disrupt the scheme. Each team delegates tasks. Beginners who think they know what the end result will be and rush to achieve a goal may find themselves wrong. However, there are times when rising management leaders do the same. Instead of looking at the big picture and realizing all the complicated pieces are needed, they see clips as a solution. This can only lead to failure. Communication is the key to success.
If someone has a better plan, a good business analyst will listen to the idea. He or she may find a viable solution for one aspect of the entire project. Unless the business analyst is informed of the idea, it could become obsolete or worse but be misunderstood as a viable solution. Communication is the most common cause of project failure.
The business analyst is what brings the project together. It is he who makes the teamwork together as a team. The analyst is the one who takes all the pieces of the puzzle and puts them together so that the end result works. Think of a business analyst as a nail in the house. When you don’t use nails to hold them together, you’ll only get fuel.