How can we ensure that as Business Analysts, we are seen as an essential service for our organisation? It was a really interesting question. I thought I should elaborate on my answer I gave and write this article. I thought it will be helpful for:

a) Business Analysts to understand how they can operate within their organisation during this stressful time and
b) Companies to realise the value of Business Analysts and how they can use them to their advantage.

I wish to focus on explaining the reasons why a company should hold on to Business Analysts and leverage their skills in a way that will help them through these economically challenging times due to the pandemic.

Business analysts should bring more than an ad-hoc or experience-based business process modeling competence to digital transformation projects.  This article explains why and practically, how.  Here are 5 ways to improve your business process modeling competence and become better prepared for producing high-quality business process models that serve digital transformation projects

The reason to bring this up here in this post is to talk about the business analyst's role as a navigator. How good we are as navigators? In helping the conversations and collaborations? In writing the specs? Business analysts ensure that the system is being on the desired path and not on the exception path! I am sure we can argue that we want to build exception paths, errors, and scenarios that break the system. It is true. If we observe everyday linguistic patterns, there is a natural human tendency to talk about what we do 'not' want. Whereas what we 'want' is something that needs to succinctly be delved into. Is this a clever play of words? No. It is about utilizing 80/20 rule in thinking through what process or system you want to build. 80% on where you want to do and 20% on what exception and roundabout scenarios you can expect of. Let's take a few simple examples as we relate this to a business analyst's role.

Culture determines how people behave. If you want to change behaviour, you have to look to changing the culture. This is the story of how we changed the culture of a team of business analysts.

We inherited this team; they worked in an organisation where the culture was pretty poor. People were uninterested in their work. They resented the time they spent at work; they cheated on timecards; they simply did not do any work whenever they thought they could get away with it. Naturally enough, performance and productivity were abysmal.

Software handovers between teams and individuals in any ecosystem can be a minefield, often threatening to disrupt continuity and harmony across teams and organizations. In most cases, handovers result in knowledge loss, which in turn leads to chaos and time wastage when a critical issue hits the system. As a business analyst (BA), you will invariably be a part of the process, both at a junior and senior level. It is better to be fully aware of the complexities and pitfalls associated with taking part in a handover. You’ll eventually be able to apply some best practices to navigate around it (some of mine i hope and some of yours based on your context and area of operation).