Learn What It Really Takes to Become a Business Analyst
Transcript Of Learn What It Really Takes to Become a Business Analyst
Learn What It Really Takes to
Become a Business Analyst
by
Laura Brandenburg
TABLE OF CONTENTS
Table of Contents.......................................................................................................................................... 2 Introduction .................................................................................................................................................. 3 [Become a BA #1] What everybody ought to know about business analyst roles ...................................... 4 [Become a BA #2] Your Natural BA Talents .................................................................................................. 7 [Become a BA #3] 93 BA Career Backgrounds and Counting – What Will be Yours? ................................... 9 [Become a BA #4] You Can Have a Fulfilling BA Career and a Future......................................................... 11 [Become a BA #5] 3 Simple Ways to Build BA Experiences ........................................................................ 13 *Become a BA #6+ How to Get Rid of Your “Experience Gap” Once & For All ............................................ 17 [Become a BA #7] Find Your Inner Business Analyst (yes, it’s there) ......................................................... 20 [Become a BA #8] Finding the BA in You: Elicitation .................................................................................. 23 [Become a BA #9] Answers to 9 Questions No One Wants You to Ask ...................................................... 25
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 2 of 28
INTRODUCTION
I’m on a mission to help talented professionals like you become business analysts. I am passionate about this profession and I want to make it better by helping strong business analysts break in.
Most professionals I talk to are 75% there…they are so close to being a BA but they just don’t know it. I’ll help you discover how close you might be to becoming a business analyst and ease your transition.
Important Notice!! If you happened to receive this document from a friend or colleague, you could be missing bonus lessons. Be sure to sign-up for the free e-course to receive future communications and lessons.
As always, wishing you the best in business analysis.
Laura Brandenburg
Your Host, Bridging the Gap Your Instructor, My Business Analysis Career
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 3 of 28
[BECOME A BA #1] WHAT EVERYBODY OUGHT TO KNOW
ABOUT BUSINESS ANALYST ROLES
This is your first lesson in the Become a BA e-course. You’ll receive a new lesson every couple of days. Be sure to set aside some time today or tomorrow to read through the entire lesson and take the suggested action step.
We’re starting by exploring what exactly is business analysis and what is a business analyst.
You’d think a professional role would have one clear definition that is consistently used across industries, organizations, and professional websites. Well, there is one clear definition, but it is not consistently used. And this can cause a lot of unnecessary confusion.
When we start to look more carefully at different business analysis roles, we will discover the BA within each of them.
DEFINING BUSINESS ANALYSIS
Let’s start with the definition of business analysis, as provided by IIBA in the Business Analysis Body of Knowledge (BABOK), the primary text defining the collection of activities part of formal business analysis.
Business analysis is:
Business analyst roles can be confusing, especially when so many use the terms inconsistently.
…the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and to recommend solutions to enable the organization to achieve its goals.
I’d summarize this as follows:
Business analysts solve problems for organizations.
Professionals become business analysts partly to unleash their passion for solving problems and making things better. They find in business analysis a challenging career that leverages their natural talents.
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 4 of 28
Where the confusion starts, is that the BABOK does not define the BA role (or a BA job). It defines a “set of tasks and techniques.” The BABOK goes on to define a business analyst as:
“any person who performs business analysis activities, no matter what their job title or organizational role may be… ”
Many job roles contain only some of the business analysis activities. Still other roles include business analysis activities and activities from other professional domains. For example, many project management positions include a fair amount of business analysis.
Most business analysts use elicitation, analysis, and validation techniques to discover and solve these problems. They rely on their core strengths in communication and problem-solving for success.
FINDING THE SOURCE OF THE CONFUSION
There are many approaches to the BA role. There are professionals who work on IT changes, business process changes, logistics, or ensuring compliance with regulations. The role includes professionals who work on projects focused on integrating multiple software systems, building new software systems, and modifying existing software systems, or migrating from one software system to another. Pick any attribute of a project, organization, or stakeholder group and often you’ll find that the business analyst role is shaped around that context.
The well-intentioned advice you find in the online forums is often a bit obscured by that individual’s experience in the business analyst role and the approach that they are most familiar with. Although we might share the same title, we can be a bit of a grab bag of professionals.
The IIBA takes a broad view of the role of the business analysis professional, encompassing all of these approaches into a single discipline. It’s likely that your organization takes a more limited view. Or, if you are out looking for business analyst jobs, the recruiters and hiring managers you are speaking with take a more limited view. They’ve just carved a job role from within the business analysis discipline that best meets the needs of their organization. There’s nothing inherently wrong with this. But it does cause confusion and it wreaks havoc for job seekers and career changes.
LOOKING FOR THE REAL BA IN THE SHADOWS OF BUSINESS ANALYSIS
A story from our freshmen philosophy class can help us see the problem more clearly here. In The Allegory of the Cave, Plato shares a story about a group of men who throughout their entire lives have only seen shadows of real objects against the wall of the cave. They falsely believe the shadows are reality. Plato likens an intellectual awakening to these men turning around and seeing the actual objects that created the shadows against the wall. Because the shadows are all they have ever known, it is difficult for them to come to terms with the fact that the shadows were a mere representation of reality. In the same way, we might think of each job role as a shadow against the wall and the pure definition of business analysis as the actual object.
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 5 of 28
But the analogy breaks down for us. In our case, the shadows came first. Before there was a profession of business analysis, there were many BA-related job roles. Only in the last 5-10 years are we beginning to group these together into a single discipline.
GOING BEYOND JOB TITLES
The root of confusions about “what is a business analyst?” stems from the false assumption that all the places we see the title business analyst will (or should) be the same. Given that the job roles came first and that organizations have no inherent reason to align their job roles, the current state of business analyst job roles is quite messy.
While there is one clear answer to “what is business analysis?” there are several, often conflicting answers to any of the following questions:
Walking into a cave...the shadows of individual job roles obscure our understanding of what a business
analyst is.
What is a business analyst role? What does a business analyst do? What qualifications are required to become a business analyst?
Remember, most simply put, business analysts solve problems for organizations. While activities, responsibilities, and qualifications might vary between jobs, this essential definition remains at the root.
And those activities, responsibilities, and qualifications will vary depending on the organization’s approach to the role and the types of projects to which BAs contribute.
Part of building a fulfilling business analysis career is finding your focus amidst all of these opportunities. New BAs tend to leverage their strengths and prior experiences in their first role and expand out from there.
YOUR NEXT STEP
Your homework for today is to go out and find 3 job postings in business analysis. Consider what’s the same about each role and what’s different. By looking at different job roles (or “shadows”) you’ll begin to see for yourself what lies underneath each business analyst job role. Share what you learned and read what other course participants discovered in the Starting a BA Career LinkedIn group.
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 6 of 28
[BECOME A BA #2] YOUR NATURAL BA TALENTS
In today’s lesson I’m going to give you a key that will help you unlock your door to business analysis.
THE YIN YANG OF BUSINESS ANALYSIS
During the interviews I conducted with Ellen Gottesdiener, she mentioned the tension between hard skills and soft skills. She called this the yin and the yang of business analysis. Others call it the art and science. It doesn’t quite matter what you call it. Understanding the concept will help you find your path into business analysis that leverages your natural talents.
The technical skills of business analysis are techniques and deliverables. Elicitation techniques such as interviewing, analysis models such as use cases, and specification documents such as BRDs are common technical skills. They are the science or discipline of being a BA. If you are naturally strong at analysis and problem solving, you can often quickly learn how to create a model or a specification. It’s not creating the spec that’s the difficult part, it’s discovering the information to put into the spec and ensuring it’s complete that’s the hard part.
That leads us to the soft skills. These are how you do business analysis. How well do you communicate? How strong are your relationships with stakeholders? How good are you at problem solving? Do you root out information? Do you see what’s missing from the puzzle when there’s no box? These are the underlying competencies of what it takes to be a solid BA. It’s likely that you are already strong in one or more of these areas.
THE MISLEADING SURFACE OF BUSINESS ANALYSIS
On the surface business analysis might look like it’s about writing specifications and creating models. In reality this is the easy part. It’s easily teachable which is why you find so many people teaching it. The art of how to do great business analysis is harder to teach and harder to learn. You can’t learn it sitting in a classroom. You can practice the technical skills but without a real stakeholder environment, it’s just practice. Until your professional credibility is on the line and you are dealing with an evasive stakeholder, a misinformed sponsor, and a stubborn developer, and you need to rely on your soft skills to create a positive outcome from a challenging situation, you are just practicing the techniques of business analysis.
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 7 of 28
And those professionals who create fulfilling business analyst careers don’t just enjoy creating technical documents. They are motivated to jump into messy problem-solving activities, wade through the complexities created by the people involved in the project, and find intrinsically good solutions that are accepted by everyone involved.
THE SECRET (SHHH…)
Now, I’m going to let you in on a little secret. This is why, if you have all the soft skills and even training in the technical skills but little of the real-world experience, you are finding it difficult to convince most hiring managers that you can do the job. They want to hear about your experience succeeding as a business analyst. They want to see evidence you have the Yin Yang, or, at least, that you have succeeded in the kinds of situations a business analyst faces day-to-day.
The key to unlocking your entry into business analysis is to focus on both the Yin and the Yang and, most importantly, to bring them both together in your work experience.
I’m starting to get ahead of myself, but I just don’t want to leave you hanging. The thing is that you can build relevant experiences whether or not you are officially a business analyst today. And the truth is that you might already have these experiences but not yet appreciate the value of them in the context of your career change. Re-read these last two sentences because either one or both could contain your key into the business analysis profession.
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 8 of 28
[BECOME A BA #3] 93 BA CAREER BACKGROUNDS AND COUNTING – WHAT WILL BE YOURS?
Many people get stopped becoming a business analyst before they even get started because they think they don’t have the right background to be successful. Today I’m going to dispel that myth so it doesn’t’ happen to you.
4 INTERVIEWS….
Like Steve Blais and Rick Clare, many early programmers became business analysts as software development matured. They rose up from the development ranks because they had management and people skills. IT is a common background for business analysts because most often, but not always, jobs with the business analyst title solve problems using technology.
But not all business analysts have an IT background. Many, like Kupe, were subject matter experts. Others, like Kent McDonald, became senior BAs after strong careers in project management.
Professionals become BAs from all kinds of different backgrounds. It doesn’t quite matter what your career history looks like, there is probably something in it that will help you clear your path into business analysis.
89 FORUM RESPONSES…
There are a couple of great LinkedIn forum threads where BAs share how they became BAs – if you joined these groups now, you probably wouldn’t find them because they are buried in the archives. (You’ll have to be a member of the group to see the thread, but joining is fairly simple.)
How did you end up as a business analyst? (IIBA) – last check 81 responses
How did you become a business analyst? (Modern Analyst) – last check 8 responses
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 9 of 28
ENDLESS POSSIBILITIES…
Some careers do make the transition easier than others. And Adrian Reed provides a comprehensive overview of roles that can lead to business analyst jobs.
Those with an IT background and strong communication skills seem to have a bit of an easier path. (Read more: How to become a business analyst when you have an IT background.) But if you read this post you’ll also see that IT backgrounds often come with some baggage that needs to be released before becoming a business analyst.
Other common backgrounds include technical writers, business process experts, and operational roles. Even sales, a profession we might consider well outside the boundaries of business analysis has some transferable skills. Read more: How big is the gap between sales and business analysis?
As Kathleen Barrett, CEO of IIBA said in her review of “How to Start a Business Analyst Career,
“There is no one path to becoming a business analyst.”
YOUR NEXT STEP
This was a short lesson but you have a lot more reading to do. Your homework today is to read the interviews or the forum posts and study how these individuals became business analysts. There are no less than 93 paths offered in these posts. Any one of them could unlock your path into business analysis.
Start a motivation file and print or save any stories that resonate with you. You’ll know you are on the right track with this lesson when you have at least one “AHA” moment in which you see a bit of you in a now-BA too. Share your results in the Starting a BA LinkedIn group.
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 10 of 28
Become a Business Analyst
by
Laura Brandenburg
TABLE OF CONTENTS
Table of Contents.......................................................................................................................................... 2 Introduction .................................................................................................................................................. 3 [Become a BA #1] What everybody ought to know about business analyst roles ...................................... 4 [Become a BA #2] Your Natural BA Talents .................................................................................................. 7 [Become a BA #3] 93 BA Career Backgrounds and Counting – What Will be Yours? ................................... 9 [Become a BA #4] You Can Have a Fulfilling BA Career and a Future......................................................... 11 [Become a BA #5] 3 Simple Ways to Build BA Experiences ........................................................................ 13 *Become a BA #6+ How to Get Rid of Your “Experience Gap” Once & For All ............................................ 17 [Become a BA #7] Find Your Inner Business Analyst (yes, it’s there) ......................................................... 20 [Become a BA #8] Finding the BA in You: Elicitation .................................................................................. 23 [Become a BA #9] Answers to 9 Questions No One Wants You to Ask ...................................................... 25
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 2 of 28
INTRODUCTION
I’m on a mission to help talented professionals like you become business analysts. I am passionate about this profession and I want to make it better by helping strong business analysts break in.
Most professionals I talk to are 75% there…they are so close to being a BA but they just don’t know it. I’ll help you discover how close you might be to becoming a business analyst and ease your transition.
Important Notice!! If you happened to receive this document from a friend or colleague, you could be missing bonus lessons. Be sure to sign-up for the free e-course to receive future communications and lessons.
As always, wishing you the best in business analysis.
Laura Brandenburg
Your Host, Bridging the Gap Your Instructor, My Business Analysis Career
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 3 of 28
[BECOME A BA #1] WHAT EVERYBODY OUGHT TO KNOW
ABOUT BUSINESS ANALYST ROLES
This is your first lesson in the Become a BA e-course. You’ll receive a new lesson every couple of days. Be sure to set aside some time today or tomorrow to read through the entire lesson and take the suggested action step.
We’re starting by exploring what exactly is business analysis and what is a business analyst.
You’d think a professional role would have one clear definition that is consistently used across industries, organizations, and professional websites. Well, there is one clear definition, but it is not consistently used. And this can cause a lot of unnecessary confusion.
When we start to look more carefully at different business analysis roles, we will discover the BA within each of them.
DEFINING BUSINESS ANALYSIS
Let’s start with the definition of business analysis, as provided by IIBA in the Business Analysis Body of Knowledge (BABOK), the primary text defining the collection of activities part of formal business analysis.
Business analysis is:
Business analyst roles can be confusing, especially when so many use the terms inconsistently.
…the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and to recommend solutions to enable the organization to achieve its goals.
I’d summarize this as follows:
Business analysts solve problems for organizations.
Professionals become business analysts partly to unleash their passion for solving problems and making things better. They find in business analysis a challenging career that leverages their natural talents.
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 4 of 28
Where the confusion starts, is that the BABOK does not define the BA role (or a BA job). It defines a “set of tasks and techniques.” The BABOK goes on to define a business analyst as:
“any person who performs business analysis activities, no matter what their job title or organizational role may be… ”
Many job roles contain only some of the business analysis activities. Still other roles include business analysis activities and activities from other professional domains. For example, many project management positions include a fair amount of business analysis.
Most business analysts use elicitation, analysis, and validation techniques to discover and solve these problems. They rely on their core strengths in communication and problem-solving for success.
FINDING THE SOURCE OF THE CONFUSION
There are many approaches to the BA role. There are professionals who work on IT changes, business process changes, logistics, or ensuring compliance with regulations. The role includes professionals who work on projects focused on integrating multiple software systems, building new software systems, and modifying existing software systems, or migrating from one software system to another. Pick any attribute of a project, organization, or stakeholder group and often you’ll find that the business analyst role is shaped around that context.
The well-intentioned advice you find in the online forums is often a bit obscured by that individual’s experience in the business analyst role and the approach that they are most familiar with. Although we might share the same title, we can be a bit of a grab bag of professionals.
The IIBA takes a broad view of the role of the business analysis professional, encompassing all of these approaches into a single discipline. It’s likely that your organization takes a more limited view. Or, if you are out looking for business analyst jobs, the recruiters and hiring managers you are speaking with take a more limited view. They’ve just carved a job role from within the business analysis discipline that best meets the needs of their organization. There’s nothing inherently wrong with this. But it does cause confusion and it wreaks havoc for job seekers and career changes.
LOOKING FOR THE REAL BA IN THE SHADOWS OF BUSINESS ANALYSIS
A story from our freshmen philosophy class can help us see the problem more clearly here. In The Allegory of the Cave, Plato shares a story about a group of men who throughout their entire lives have only seen shadows of real objects against the wall of the cave. They falsely believe the shadows are reality. Plato likens an intellectual awakening to these men turning around and seeing the actual objects that created the shadows against the wall. Because the shadows are all they have ever known, it is difficult for them to come to terms with the fact that the shadows were a mere representation of reality. In the same way, we might think of each job role as a shadow against the wall and the pure definition of business analysis as the actual object.
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 5 of 28
But the analogy breaks down for us. In our case, the shadows came first. Before there was a profession of business analysis, there were many BA-related job roles. Only in the last 5-10 years are we beginning to group these together into a single discipline.
GOING BEYOND JOB TITLES
The root of confusions about “what is a business analyst?” stems from the false assumption that all the places we see the title business analyst will (or should) be the same. Given that the job roles came first and that organizations have no inherent reason to align their job roles, the current state of business analyst job roles is quite messy.
While there is one clear answer to “what is business analysis?” there are several, often conflicting answers to any of the following questions:
Walking into a cave...the shadows of individual job roles obscure our understanding of what a business
analyst is.
What is a business analyst role? What does a business analyst do? What qualifications are required to become a business analyst?
Remember, most simply put, business analysts solve problems for organizations. While activities, responsibilities, and qualifications might vary between jobs, this essential definition remains at the root.
And those activities, responsibilities, and qualifications will vary depending on the organization’s approach to the role and the types of projects to which BAs contribute.
Part of building a fulfilling business analysis career is finding your focus amidst all of these opportunities. New BAs tend to leverage their strengths and prior experiences in their first role and expand out from there.
YOUR NEXT STEP
Your homework for today is to go out and find 3 job postings in business analysis. Consider what’s the same about each role and what’s different. By looking at different job roles (or “shadows”) you’ll begin to see for yourself what lies underneath each business analyst job role. Share what you learned and read what other course participants discovered in the Starting a BA Career LinkedIn group.
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 6 of 28
[BECOME A BA #2] YOUR NATURAL BA TALENTS
In today’s lesson I’m going to give you a key that will help you unlock your door to business analysis.
THE YIN YANG OF BUSINESS ANALYSIS
During the interviews I conducted with Ellen Gottesdiener, she mentioned the tension between hard skills and soft skills. She called this the yin and the yang of business analysis. Others call it the art and science. It doesn’t quite matter what you call it. Understanding the concept will help you find your path into business analysis that leverages your natural talents.
The technical skills of business analysis are techniques and deliverables. Elicitation techniques such as interviewing, analysis models such as use cases, and specification documents such as BRDs are common technical skills. They are the science or discipline of being a BA. If you are naturally strong at analysis and problem solving, you can often quickly learn how to create a model or a specification. It’s not creating the spec that’s the difficult part, it’s discovering the information to put into the spec and ensuring it’s complete that’s the hard part.
That leads us to the soft skills. These are how you do business analysis. How well do you communicate? How strong are your relationships with stakeholders? How good are you at problem solving? Do you root out information? Do you see what’s missing from the puzzle when there’s no box? These are the underlying competencies of what it takes to be a solid BA. It’s likely that you are already strong in one or more of these areas.
THE MISLEADING SURFACE OF BUSINESS ANALYSIS
On the surface business analysis might look like it’s about writing specifications and creating models. In reality this is the easy part. It’s easily teachable which is why you find so many people teaching it. The art of how to do great business analysis is harder to teach and harder to learn. You can’t learn it sitting in a classroom. You can practice the technical skills but without a real stakeholder environment, it’s just practice. Until your professional credibility is on the line and you are dealing with an evasive stakeholder, a misinformed sponsor, and a stubborn developer, and you need to rely on your soft skills to create a positive outcome from a challenging situation, you are just practicing the techniques of business analysis.
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 7 of 28
And those professionals who create fulfilling business analyst careers don’t just enjoy creating technical documents. They are motivated to jump into messy problem-solving activities, wade through the complexities created by the people involved in the project, and find intrinsically good solutions that are accepted by everyone involved.
THE SECRET (SHHH…)
Now, I’m going to let you in on a little secret. This is why, if you have all the soft skills and even training in the technical skills but little of the real-world experience, you are finding it difficult to convince most hiring managers that you can do the job. They want to hear about your experience succeeding as a business analyst. They want to see evidence you have the Yin Yang, or, at least, that you have succeeded in the kinds of situations a business analyst faces day-to-day.
The key to unlocking your entry into business analysis is to focus on both the Yin and the Yang and, most importantly, to bring them both together in your work experience.
I’m starting to get ahead of myself, but I just don’t want to leave you hanging. The thing is that you can build relevant experiences whether or not you are officially a business analyst today. And the truth is that you might already have these experiences but not yet appreciate the value of them in the context of your career change. Re-read these last two sentences because either one or both could contain your key into the business analysis profession.
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 8 of 28
[BECOME A BA #3] 93 BA CAREER BACKGROUNDS AND COUNTING – WHAT WILL BE YOURS?
Many people get stopped becoming a business analyst before they even get started because they think they don’t have the right background to be successful. Today I’m going to dispel that myth so it doesn’t’ happen to you.
4 INTERVIEWS….
Like Steve Blais and Rick Clare, many early programmers became business analysts as software development matured. They rose up from the development ranks because they had management and people skills. IT is a common background for business analysts because most often, but not always, jobs with the business analyst title solve problems using technology.
But not all business analysts have an IT background. Many, like Kupe, were subject matter experts. Others, like Kent McDonald, became senior BAs after strong careers in project management.
Professionals become BAs from all kinds of different backgrounds. It doesn’t quite matter what your career history looks like, there is probably something in it that will help you clear your path into business analysis.
89 FORUM RESPONSES…
There are a couple of great LinkedIn forum threads where BAs share how they became BAs – if you joined these groups now, you probably wouldn’t find them because they are buried in the archives. (You’ll have to be a member of the group to see the thread, but joining is fairly simple.)
How did you end up as a business analyst? (IIBA) – last check 81 responses
How did you become a business analyst? (Modern Analyst) – last check 8 responses
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 9 of 28
ENDLESS POSSIBILITIES…
Some careers do make the transition easier than others. And Adrian Reed provides a comprehensive overview of roles that can lead to business analyst jobs.
Those with an IT background and strong communication skills seem to have a bit of an easier path. (Read more: How to become a business analyst when you have an IT background.) But if you read this post you’ll also see that IT backgrounds often come with some baggage that needs to be released before becoming a business analyst.
Other common backgrounds include technical writers, business process experts, and operational roles. Even sales, a profession we might consider well outside the boundaries of business analysis has some transferable skills. Read more: How big is the gap between sales and business analysis?
As Kathleen Barrett, CEO of IIBA said in her review of “How to Start a Business Analyst Career,
“There is no one path to becoming a business analyst.”
YOUR NEXT STEP
This was a short lesson but you have a lot more reading to do. Your homework today is to read the interviews or the forum posts and study how these individuals became business analysts. There are no less than 93 paths offered in these posts. Any one of them could unlock your path into business analysis.
Start a motivation file and print or save any stories that resonate with you. You’ll know you are on the right track with this lesson when you have at least one “AHA” moment in which you see a bit of you in a now-BA too. Share your results in the Starting a BA LinkedIn group.
Copyright © 2010 Laura Brandenburg
http://www.bridging-the-gap.com
Page 10 of 28