CEB Applications Leadership Council

Business Analyst Specialization Guidebook

Content Publishing Solutions

AEC0477714SYN

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Print DesignerNicole Daniels

Contributing DesignersKunal AnandAngeeta BawejaSamira HaksarLindsay KumpfCasey LabrackJoyce Tseng

EditorMary McMenamin

CEB Applications Leadership Council

ConsultantsPetya Kehayova Andrea Moreland

Senior AnalystsMichael BernsteinErica Sawyer

AnalystDuncan Crystal

Senior AssociateHarsh Gupta

AssociateAnisha Sharma

Executive DirectorsShvetank ShahKavitha Venkita

Managing DirectorsJaime Capella Brian Foster Mark Tonsetic

Senior DirectorsVimarsh Bakaya Miles Gibson Rumki Saha Nat Ward

Directors Brent CassellChris CooperChristiane Groth Karolina Laskowska Alicia Mullery Leda Nelson Dorota PietruszewskaCandice Weck

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EXECUTIVE SUMMARY

Business analysts (BAs) with broad generalist skill sets can struggle to meet the diverse requirements of an increasingly complex project portfolio. BAs and their managers cite the generalist-oriented role structure and the lacking opportunities for skills development as significant hurdles to BA effectiveness.

Effective BA talent strategies focus on building the competencies and expertise that enable BAs to excel in specialized roles. BAs should identify best-fit specialized roles based on their backgrounds, current skills, and project experiences. BA managers should structure talent development strategies to include coaching, training, and support resources to fill gaps in demand for specialized roles and further BAs’ individual career goals.

BAs who develop specialized expertise in addition to the generalist skill sets more effectively deliver on business needs. Five specialized BA roles have emerged and differ from generalist roles in their scope of responsibilities and both the breadth and level of competencies required:

■ Business domain specialist BAs support the business strategy and project requirements for a particular business area.

■ Anthropologist/broker BAs identify unmet business needs and coach business partners on leading their own technology initiatives.

■ Data specialist BAs determine information requirements to guide data management and integration decisions.

■ Agile specialist BAs represent business interests and manage development for Agile projects.

■ BA/project manager hybrids oversee end-to-end projects from requirements gathering through development and delivery.

Pressure on the BA Role p. 1

Developing Effective Specialized BAs p. 15

The Five Specialized BAs p. 6

Appendix: Methodology and Demographics p. 23

Pressure on the BA Role 1

© 2014 CEB. All rights reserved. AEC0477714SYN

ROADMAP

The Five Specialized BAs

Pressure on the BA Role

Developing Effective Specialized BAs

Appendix: Methodology and

Demographics

Pressure on the BA Role 2

© 2014 CEB. All rights reserved. AEC0477714SYN

EXTERNAL PRESSURES ON THE BA ROLE

External Shifts Affecting BAs

Shifts in corporate IT and the business environment are making it difficult for BAs to deliver value within the traditional dimensions of their role.

■ At the same time, flat budgets result in longer hours for many BAs, increasing risk of burnout.

Business-Led Technology Procurement

Willingness to Manage Solutions Delivery ProjectsPercentage of Business Leaders

Shift from Process Automation to Insight Enablement

Plan to Shift Investments to Capabilities for the New Work EnvironmentPercentage of Organizations

Implications for BAs

■ Greater ambiguity in requirements ■ Increase in analytics, mobile, and collaboration projects

5% No

95% Yes

Source: CEB analysis.

n = 29 IT organizations.Source: CEB 2012 Change Readiness Diagnostic.

Implications for BAs

■ New consultative responsibilities for guiding business partners

■ Increased use of SaaS solutions

28% Not Willing

72% Willing

n = 181 business executives.Source: CEB 2011 Survey of Business Executives and IT Professionals.

DERF 14-4484

Catalog # AEC0272614SYN

Title THO BA Team

Pressure on the BA Role 3

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BAs ARE DISSATISFIED WITH EXISTING ROLE AND DEVELOPMENT STRUCTURES

Perceptions of the BA Role and Development OpportunitiesPercentage of BAs Who Agree

Expanding responsibilities, undefined career paths, and insufficient skills-development opportunities hinder a BA’s ability to be effective.

The BA scope of responsibilities is well designed.

My organization makes the right level of investment in BA skills development.

My organization provides the resources and support for BAs to be effective.

The BA career path is well defined.

n = 1,058 BAs; 96 applications leaders.Source: CEB 2014 Applications Business Analyst Effectiveness Diagnostic; CEB 2014 Applications Peer Perspectives Survey.

31%

38%

58%

34%

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Title THO BA Team

Pressure on the BA Role 4

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MANAGERS STRUGGLE TO SCOPE THE BA ROLE AND DEVELOP REQUISITE SKILLS

Greatest Challenges for Managers of BAsRank Ordering of Challenges

Demands on BAs’ time and broad project requirements challenge managers to appropriately scope the BA role and develop their reports’ skills.

n = 94 applications leaders.Source: CEB 2014 Applications Peer Perspectives Survey.

1. Allocating and managing BAs’ time across project demands

2. Creating the right climate for BA development

3. Hiring and identifying good candidates for the BA role

4. Ensuring BAs follow effective requirements management processes

5. Managing escalation and challenging project requests from sponsors

The greatest challenges for BA managers involve scoping the BA role and developing the skills required for BAs to perform effectively.

DERF 14-4484

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Title THO BA Team

Pressure on the BA Role 5

© 2014 CEB. All rights reserved. AEC0477714SYN

0

30

60

3437

54

SPECIALIZING BAs INCREASES THEIR EFFECTIVENESS

Impact of BA Talent Development Strategy on EffectivenessAverage Effectiveness, Indexed a

Managers who focus BA development on specializing skill sets to meet different project requirements report higher BA effectiveness than those who develop generalists with the same broad skills.

n = 63 organizations.Source: CEB 2014 Applications Business Analyst Effectiveness Diagnostic.a This refers to the BA Effectiveness Index. For more information, please see page 25.

Developing Generalists with the Same Broad Skills

Developing Mostly Generalists with Some

Specialists to Meet Specific Needs

Developing All BAs to Have Specialized

Roles and Skills

∆ = 58%

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Definitions

GeneralistGeneralist BAs develop a basic proficiency across all BA competencies that are required to deliver on fundamental responsibilities and diverse project types.

SpecialistSpecialized BAs develop a higher proficiency in the competencies required for certain project types, narrowing their scope of responsibilities and increasing their effectiveness.

The Five Specialized BAs The Five Specialized BAs 6

© 2014 CEB. All rights reserved. AEC0477714SYN

ROADMAP

The Five Specialized BAs

Pressure on the BA Role

Developing Effective Specialized BAs

Appendix: Methodology and

Demographics

© 2014 CEB. All rights reserved. CIO9884614SYN

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