As discussed throughout this book, the BA role is broad, with a wide range of responsibilities falling within a typical BA’s remit. You might therefore be wondering how to secure your first BA role. Or, if you are an experienced BA, you might be wondering ‘What next?’ This chapter will address these types of questions.

Before discussing the detail, it is important to note that, whilst this chapter outlines possible routes into, through and beyond a BA role, there is no such thing as a single ‘standard’ or ‘typical’ BA career. People transition into business analysis from a wide range of fields, and once a BA has honed their analysis skills there are a plethora of possibilities for career progression. However, the routes discussed here represent some of the most common.

BECOMING A BA

A question that is frequently asked on online business analysis forums is ‘How can I become a BA?’ For those aspiring to be a BA, it is a logical question to ask. However, one often-overlooked angle to consider is ‘Are you already a BA?’ Or, more precisely, ‘Are there elements of business analysis that you are undertaking in your role that you could build upon?’ As outlined in the previous chapter, business analysis is a broad role.

Many people, when asked this question, can identify some areas of their current role which are aligned with business analysis and which might get them a foot in the door. For example, on the face of it, we might consider that there is little similarity between someone who works on the sales team of a large software vendor and a BA. Yet the sales executive will need to understand their clients’ problems and needs as well as the gap that a solution can fill, and will also help to propose solutions. These are very similar to the activities a BA undertakes – albeit that the sales executive has a limited universe of solutions to recommend (usually those sold by the company for which they work!).

It is useful to consider ways into the BA role. Whilst there is no single typical route into business analysis, there are a number of common routes, including from the business, IT, an adjacent role or elsewhere (see Figure 5.1).

Figure 5.1 Common routes into a BA role

These routes are explained further below.

From ‘the business’

One route into business analysis is from an operational or managerial role within an organisation. This might apply to somebody who has gained significant experience of how systems and processes work first hand, by working on the front line. Or it might apply to somebody who has gained significant experience and expertise and has subsequently worked on projects as an SME.

This can be a very effective route into business analysis as the detailed organisational knowledge that has been acquired will undoubtedly prove useful when conducting analysis. It is often the case that this transition happens quite naturally – perhaps someone is assigned to a project to work as an SME and they discover that they have a natural tendency for analytical thinking. They might work closely with the BAs on the project, seek to expand their own analysis skills and knowledge, and then actively work to use the BA skillset in their own role. Gaining this practical, hands-on experience of business analysis can be a valuable first step in positioning oneself towards a BA role.

There are a number of factors to be cautious of when transitioning to a BA role from within the business. Firstly, whilst detailed business knowledge is undoubtedly useful, it can also be a burden. Sometimes it becomes tempting not to ask questions (‘I know how that process works’), yet this is very dangerous as the process may have changed or people may be undertaking it in different ways from the ones you know. It is crucial to remain curious and to leverage and supplement (but question) existing knowledge.

Secondly, and I say this from personal experience (as a BA who transitioned from an operational business role), it is very easy to initially be rather detail oriented. This is a positive trait, but there are times when we will be dealing with high levels of ambiguity. At the very start of projects, that ambiguity will need to remain – for a while at least. It is important to avoid the temptation to jump straight into the detail and discuss exceptions and detailed processes when what is really needed is a broad discussion about scope and scale.

However, putting aside these potential pitfalls, the business route is a very effective way to enter business analysis.

From IT

Another common route into business analysis is from an IT role. There are many types of role that fall within this category, including developer, IT systems analyst, analyst programmer and so forth. BAs who start their career in IT have a significant advantage in that they often understand, in detail, the technical architecture that exists in their organisation – and often understand which systems have been neglected and will be hard to change or maintain. They often have a gut feeling about what is feasible and can help to facilitate detailed technical discussions with developers or solution architects.

However, there are pitfalls to be mindful of here too. Whilst many IT roles require a detailed, expert knowledge of the relevant technology (and the structure of the information stored on it), they do not always provide exposure to the wider processes, people and organisational issues. For example, whilst a developer might have a detailed knowledge of how information is stored in a database and the functions performed in the system, they might not have had the opportunity to see how that system is used in a wider end-to-end business process. For instance, a bank might have paper forms that are filled in by customers, scanned, keyed and validated. Whilst a developer may be aware of the structure of the data on the database (and the fact that it is keyed in), they might not have had exposure to the process of obtaining that data (and might be unaware of the restrictions and regulations that apply to the process of obtaining the data from a customer).

This pitfall certainly is not insurmountable, and many excellent BAs started their career in IT. If you are considering making this move, it is worth consciously trying to gain wider exposure to the business situation, looking beyond the technological elements. Many experienced IT practitioners will be doing this already, so reflecting on the breadth of your business knowledge and experience can be useful when moving towards a BA role.

From an adjacent role

There are many roles that liaise regularly with BAs; these could be considered ‘adjacent roles’. This is a rather broad category, but it includes testers, PMs, PMO (project management office) analysts and many, many others.

Moving to a BA role from an adjacent role is often considered a side step in terms of career progression; it is not ‘up’ or ‘down’, but it is a conscious change in career path. The individual is recalibrating their career after making a conscious decision to pursue another path.

Adjacent roles often provide relevant experience and exposure to projects, and the ability to work alongside BAs and see the types of activity that they undertake. There may also be the opportunity to see or review documentation created by analysts, which can be extremely useful as it provides real insight into how the role works.

However, one consideration to keep in mind is that experienced BAs often make analysis look easy. You might attend a well-facilitated workshop and receive a neatly drawn-up process model a few days later. What you might not see is the planning, the 10 interviews, the research and the four iterations of that process that the BA has created. Creating an intuitive, concise and readable model or document often takes far more effort than might be assumed!

Yet, it is certainly viable to move to a BA role from an adjacent role. When doing so it will be important to consider the skills and experience that you have already gained and compare and contrast this against the analysis role. With an adjacent role it is often necessary to make a very conscious effort to move – this may require a shift in mindset. For example, a tester who wishes to transition into a BA role will have valuable skills to bring with them but will likely see their perspective shift as they focus on the analysis rather than the testing. This mindset shift can be bigger than expected, and it is important to remember that (for example) you are no longer the tester on the project and avoid getting in the way of those who are!

From university or college

Increasingly, people are choosing a business analysis career straight from university or college. This is a sign that awareness of the role is growing, and it shows how the business analysis discipline is maturing. During your studies, you might have the opportunity to undertake a placement year as part of a degree. This can be a useful way of validating whether business analysis is the right career path for you.

After you have finished your degree, you will likely find that there are a range of graduate schemes, typically run by larger organisations, that will enable you to gain some experience of business analysis. It is key, however, to apply for and choose the right scheme for you. Some organisations will rotate you through a number of different roles over a period of time (perhaps project management, business analysis, testing and so forth). This has the advantage that you will gain a breadth of knowledge and experience – but you are unlikely to gain depth in any one of these areas. Other organisations will focus on one role (or a couple of roles), providing specialist support and training. Some even provide the opportunity to pursue business analysis certification as part of the programme – which is a significant advantage as it will help to boost your knowledge at a time when you can immediately apply it in your day job. This mixture of experience and knowledge, on top of your degree, will enhance your CV too.

It is also worth researching whether there are any government-supported apprenticeship schemes in your area. In England, a business analysis apprenticeship has been launched providing a very supportive route into the profession. Crucially, the apprenticeship is positioned as the start of a career. Further information and links to the apprenticeship standard can be found on the BCS website: https://www.bcs.org/content/ConWebDoc/58519.

The BA Manager Forum (www.bamanagerforum.org) worked with a number of employers to get the scheme off the ground. The apprenticeship framework provides flexibility for employers to build a scheme that works for them, whilst providing certain key elements. There is no mandated entry criteria, but the guidelines state the following:

The guidelines give an indicative duration of 18 months, during which time the employer provides relevant training and support alongside the opportunity to gain practical experience. A portfolio of evidence demonstrating competence is collected throughout the apprenticeship period, and towards the end of the apprenticeship a specific project is carried out away from the workplace over a defined period. The portfolio and output from the project are assessed in an interview, alongside an employer reference. The assessors grade successful candidates as ‘pass’, ‘merit’ or ‘distinction’.

An apprenticeship can be a very supportive and practical way of gaining skills, knowledge and experience and is worth considering. Since the apprenticeship framework provides employers with a significant amount of flexibility over how they run the scheme, it would be very valuable to speak to potential employers first to understand the type of support with which you will be provided. In particular, it is worth asking about the type of training that you will receive, whether this leads to a recognised qualification or certification, and what type of support and mentoring that you will receive. You may consider favouring schemes that provide you with the opportunity to achieve a recognised BA certificate whilst also providing mentoring and day-to-day support.

From elsewhere

I find it incredibly interesting, when meeting other BAs, to ask how they became a BA. Whilst the other routes mentioned in this book (business, IT, adjacent role, and college or university) are probably the most common, there are BAs who have come from very different backgrounds indeed. I still vividly remember speaking to a BA who had previously worked as a paramedic for the ambulance service – and being amazed as he described how he had found a similarity in mindset between the two roles (assessing situations, selecting options, working within constraints and following prescribed guidelines). He had moved from this role to become a BA within the healthcare domain, so the domain had been a point of continuity. You can read further information about this person, and about a number of other BA career journeys, in Chapter 7.

As with the other routes discussed in this section, even if you are in a role that seems distant from and unrelated to business analysis, it is quite possible that there will be opportunities to undertake elements of business analysis in your role. By becoming familiar with BA frameworks and networking with existing BAs (inside and outside your organisation), you will be able to gain knowledge, experience and exposure to analysis. This will be helpful in positioning and preparing you for your next role.

Size of organisation

Another factor to consider when aiming to secure your first BA role is whether to look internally (within the organisation you are currently working in) or externally. It is often easier to make a career transition internally as you will have a proven and demonstrable track record in your current role. You will also be able to meet and get to know the BA team, and you will likely hear of any BA vacancies that arise.

However, this can be more challenging when working in a small- or medium-sized company – particularly one that does not have a BA team at all. If you find yourself in this situation, there may be the opportunity to establish an understanding of the BA role within your organisation – in essence creating the role – but this is likely to take significant time and effort. You might find that people are conducting business analysis even though their title is not ‘business analyst’, and they may or may not be aware of commonly used BA frameworks such as those mentioned in Chapter 4. Creating awareness that these types of frameworks and techniques exist will help those undertaking the role and will start to create awareness of the analysis discipline. This can help to create a sense of shared identity and can be a first step towards building an internal community of practice. As that practice grows and develops, you will be well positioned to apply for any roles that emerge.

Of course, there are other situations where you might choose to look externally rather than seek a BA role within your own organisation. There are a number of reasons why this might apply. Perhaps you have worked in the organisation for a long time and are keen to broaden your horizons. Or perhaps you feel that the BA roles that exist in your organisation are not broad enough to hold your interest. In these cases, an important decision to make will be whether to apply for roles within your current domain or outside it. For example, if you work in the financial services domain, you will almost certainly find it easier to secure a role within this industry than in others. Your domain experience will be seen as a significant advantage. Making a switch of domain and role is a challenge – and it may take you longer to make the transition. Therefore, if you decide to switch domain and role, it can be very beneficial to make sure you continue to gain as much BA experience as possible in your current role whilst you are looking and applying. As you hone your BA experience, the likelihood of getting an interview increases.

Summary of tips and approaches to consider when seeking a BA role

Table 5.1 summarises the key approaches discussed in this section. Which approaches will be most relevant for you will depend on your individual circumstances, but the table gives suggestions on which approaches are particularly relevant to each of the five routes (entering business analysis from the business, IT, adjacent roles, other roles, and straight from university or college).

Table 5.1 Factors to consider when seeking a BA role

PROGRESSION THROUGH THE BA CAREER

Business analysis offers an interesting and varied career path, with many options for developing your skills further. As outlined in Chapter 1, organisations typically have different levels of BA role (typically three or four), which provides room for progression within the BA role.

Chapter 1 provides a guide to the types of SFIA skills required at different levels, and if you are looking to progress to the next level the skill descriptions will be a useful tool for you to benchmark yourself against.

If you are looking to move to a more senior internal role, it would be valuable to obtain the specific job description or person specification so that you can see the specific requirements that your own organisation has defined. Then you can carry out a benchmarking and gap analysis exercise to see where further development or experience may be required.

However, irrespective of what stage you are at in your career, there are some general considerations that should be kept in mind. Firstly, it is worth considering the level of ambiguity that you are comfortable working with. A junior BA who is entering the profession will be supported and directed, and will have to handle a very low level of ambiguity. Initially at least, they will be guided in their approach and will typically be given assignments with a very clear scope and very clear success criteria.

As a BA progresses through their career, it will be necessary for them to handle more and more ambiguity. A senior BA may need to define the approach for the analysis within a project. It is likely that they will also be involved in pre-project work, and will be conducting high-level analysis to determine where the problems are (along with assessing the feasibility of likely interventions or solutions). This type of analysis has a much higher level of ambiguity and requires us to be comfortable with the fact that we don’t yet know the details. A lead BA will need to motivate and lead others through ambiguity too, requiring further skills in this area.

This brings us on to the topic of leadership. The more senior a BA becomes, the greater the amount of leadership they will need to display. As discussed in Chapter 3, leadership can apply at different levels (self, project or programme, organisation and wider world). It may involve influencing or leading others over whom you do not have authority (e.g. stakeholders such as SMEs) as well as those over whom you do (e.g. leading a team of BAs).

It is also likely that there will come a time in a BA’s career when they are asked not just to lead people on a project but to be responsible for the line management of a team of direct reports. They may be leading one set of people on the project they are working on whilst line managing others – or they may be leading and line managing the same people. It is important to draw a distinction between these two concepts (see Table 5.2).

Table 5.2 Project leadership versus line management

Project Leadership (Leading Others on Projects)	Line Management of a Team of Direct Reports
Part of a team that is typically temporary, assembled for a project.	Part of a team that is typically permanent – or at least permanent until someone moves or the organisation is restructured.
Responsible for defining and agreeing who does what. This process is typically conducted in a consultative and collaborative way.	May be responsible for defining work, but often in a ‘matrix’ organisation (e.g. where individuals have a line manager but also a project lead or lead BA who allocates project work) this is carried out by someone else. Juggles resourcing, making sure people are assigned to projects where they can contribute but also develop their skills.
Typically a practitioner. A percentage of time is spent on leadership activities, but a significant amount of time is still spent on analysis work.	Typically a practitioner. The amount of time spent practising will depend on the number of direct reports.
Manages ongoing resource requests and BA demand. May involve managing contract renewals (for contract staff), although this will depend on the organisation’s policies.	Manages the team to ensure it remains at an appropriate size. Initiates recruitment when a team member leaves or when a decision is made to scale up the team.
Alongside others, may be involved in vetting and selection of BAs being considered for a specific project.	Alongside others, likely to be involved in vetting and selection of permanent candidates for the team.
Provides feedback on performance to those being led and their line manager.	Receives feedback on their own and their team’s work and conducts performance appraisals.
Provides suggestions for potential further development opportunities.	Puts together training and development plans for individuals. Applies for and secures funding from training budgets.
Is consulted when a request for leave is made.	Approves requests for leave.
May or may not be directly involved with the appraisals, bonuses and pay rises of the project team.	Proposes and moderates appraisal scores, bonuses and pay rises.
May or may not be directly involved with complaints or disciplinary action.	Deals with complaints and disciplinary action, and works with HR to ensure compliance with employment law.

The need to distinguish between leading others on projects and managing direct reports creates tension for some BAs. Whilst many BAs are happy to lead others on projects, there are some BAs who do not enjoy the people management aspect. This is, after all, a very different type of management and leadership, and it can be as challenging as it can be rewarding. Often these types of issues are (quite rightly) kept hidden behind the scenes – but in any large organisation there are almost certainly difficult conversations about pay, benefits, performance and absence happening all the time. Becoming a people manager opens a new window into this world and provides an opportunity to enhance your leadership and management skills even further.

However, it is an opportunity that some BAs prefer not to take. The challenge is that having responsibility for people management (particularly when combined with project team leadership) often means that less time is spent actually doing analysis. With a large team, the role can morph into resource management and HR management – and some BAs prefer not to make this shift.

Whether moving in this direction is right for you is a personal choice, and there is no inherently right or wrong answer. Yet, it is important to note that, as you progress through your career, it is generally accepted that it is likely that you will be asked at some point to take on elements of people management. It is therefore worth considering early whether this is something that is for you. If it is not, then consciously plan a career route that gains exposure to other types of leadership and management.

Employment, contracting and consulting

For the more experienced BA, there are a range of options for progressing one’s career and a range of types of relationship that one can have with a client. Three possible options are to be directly employed, to work as a contractor or to build an independent consulting practice. Each has a different set of advantages and disadvantages, and each is briefly described below.

Employed

This is often considered the traditional relationship to have with a client (in this case, an employer). Employees have an ongoing and often long-term relationship with their employer, with some employees staying with the same employer for decades (or even, in some cases, for their entire career!).

Employment is often seen as a safe option. In many countries, including the UK, legislation exists to protect workers and to stop employers summarily dismissing employees. Additionally, some countries have legislation that mandates that employees should be paid a severance pay-out if they are made redundant, with the amount being linked to their length of service. Depending on the country you live in, you may also find there is legislation that protects a worker’s health and safety, guarantees a minimum wage and time off, and protects them from harassment and bullying. Many employers go beyond the statutory minimum, offering more generous vacation allowances, pension provision and sick pay.

Being an employee, therefore, has a range of significant benefits attached – and often these benefits increase as your career progresses. Good employers also offer training and development opportunities along with a supportive career and management framework. This means that, assuming your organisation is supportive, you will, over time, find opportunities to progress to more senior roles. However, it is important as an employee to consciously look for this support. It is easy to inadvertently get pigeon-holed into certain types of project, reducing the opportunity for personal and professional development. This is a key factor to be aware of when working as an employed BA.

As a BA gains more expertise and experience, other routes start to open up, including that of the contractor.

Contractor

The precise nature of contracting varies between countries and legal jurisdictions. However, in the UK, a contractor is an individual who typically works for their own company (e.g. a company that is limited by shares). Some contractors may use the services of an umbrella company instead. An umbrella company typically acts as an employer for a number of contractors, undertaking routine administration such as accounting and payroll.

In business analysis, a contractor will typically work with an agency to find a suitable role, and, when a role is found, a contractual relationship will be formed, typically between the contractor’s company and the agency (see Figure 5.2). The agency agrees to supply a BA resource to the client, the contractor’s company agrees to supply the resource to the client (on behalf of the agency) and the client agrees to pay. Typically, contracts are for short-term project-based assignments, perhaps lasting a few months (with the option to extend). A day rate is paid, with the agent being paid a commission (sometimes referred to as ‘margin’).

Figure 5.2 One model of contracting a BA role via an agency

In this model, the contractor has, in essence, two jobs: they need to undertake the analysis assignment but, as a director of their company, they also they need to administer and manage their company. This involves ensuring that accurate records of income and expenditure are kept, that the relevant statutory documents and accounts are filed, and that the relevant returns are filed with the tax authorities. The contractor is also responsible for ensuring that the right amounts of tax and any other statutory contributions (such as National Insurance in the UK) are paid, and they need to be aware of relevant legislation and guidance that affects how tax is administered. This can be an extremely tricky area. Typically, contractors seek advice and secure the services of an accountant to help with this area.

Contracting is perhaps perceived as more risky than being in permanent employment. Whereas in many countries employees benefit from legislation that protects them from being summarily dismissed (as discussed above), no such legislation exists for contractors. If a project is cancelled, any contractors who were involved may be served their notice – and the notice period for contractors is usually much shorter than that for employees. In particular, contractors may experience gaps between contracts, when no income is earned.

Yet, there are many reasons why people might enter the world of contracting. Some people have always had an entrepreneurial streak and want to take a bit of a calculated risk. Some might use it as a ‘stop gap’ between permanent roles. Others might be attracted by the feeling of having more control over their destiny. Since projects are short term, when the market is good and when your skills are in demand, you can potentially pick and choose the projects that are right for you. Good contractors can gain a wide range of experience with a number of organisations and this is extremely good for your CV, whether the intention is to stay in contracting or go back to employment.

However, contractors can find themselves constrained by their experience. For example, many financial services organisations like to work with contractors who have financial services experience. This means that if you have this experience you may find that the most lucrative and viable contracts are within the domain in which you have already worked – and, if you have particular expertise (e.g. in regulation, migration or digital) you might find that you are typecast and end up contributing to very similar projects for different clients. For some people, this is a bonus – there is the opportunity to take knowledge from one assignment to another – but others may find this frustrating as it is difficult to gain broader exposure. This is avoidable, and there are of course contractors who work across domains, but it is important to consider this up front so that you can create a CV that shows breadth and so that you can continue to gain experience that enhances that breadth even further.

Another advantage that some contractors enjoy is the ability to be less embroiled in organisational politics. To say that contractors do not have to engage with organisational politics would be an over-simplification – in many organisations it is necessary to engage with politics to get anything done – but it can be easier being an ‘outsider’. Since a contractor does not have a career in the organisation, they can potentially ask more politically risky questions. Of course, shaking the hornet’s nest too much might lead to the termination of a contract, so tact and diplomacy are still very much required.

A further factor that is worth mentioning about contracting is the remuneration. It is certainly the case that a contractor will generally be paid significantly more than an employee when a day rate is considered against a salary. However, this is not a fair (direct) comparison – when calculating equivalence, it is important to consider that a contractor does not directly receive paid leave, sick pay, pension contributions, other benefits such as medical cover and so forth. A contractor will likely also incur additional costs such as business insurances (professional indemnity, and public and employers’ liability), accountancy fees and so forth. Even with these elements included, it is quite possible that a contractor will be paid more than an equivalent permanent role – but it is important to remember that a day rate and a salary cannot be directly compared.

Moving to a contracting world requires a change of mindset. It requires an acceptance of change and of taking different types of risk compared with those found in permanent employment, and the ability to feel comfortable being parachuted into an organisation and helping to enable value from day one. It is not for everyone, and money is only part of the decision.

Many contractors enjoy this way of working and never look back. However, it is not a one-way street – it is possible to return to permanent employment after contracting. This might happen for a number of reasons. If you were to find a company that you absolutely loved working for, you might be tempted to stay there permanently, if the employer made the right offer to you. Alternatively, an employer may cut down the number of its contractors whilst opening up permanent roles, and may give you the option to apply. Other contractors might return to permanent work for personal or family reasons (e.g. many employers will consider elements of flexible working for employees that they are unlikely to consider for contractors). This might be particularly relevant for those with young children and those who are carers for family or elderly relatives. When considering whether or not to go down the contracting route, it is important to make a holistic decision taking into account these types of factors too.

Independent consultant

The words ‘contractor’ and ‘consultant’ are used interchangeably in some areas, but it can be useful to draw a distinction between two different models of engagement. As well as offering consulting services through the contract route, there is also the option of building your own consulting practice. This option is not for the faint-hearted, and it is most suitable for those who have always wanted to run their own business and who have a real entrepreneurial spirit. However, if this is you, then you will find this an exciting way to develop and use your BA skillset.

Firstly, it is worth drawing a distinction between the type of consulting practice I am describing here and a contractor. I should be clear at the outset that I am not in any way implying that one is better or more suitable than the other – the comparison in Table 5.3 is included simply to show the options that exist.

Similar to a contractor, somebody building a small consulting practice has at least two jobs: delivering services to clients and ensuring the business runs smoothly. However, it is likely in a consulting practice that the balance of pre-sales and delivery work will be different when compared with the balance for a contractor. A contractor might, say, secure a three-month contract that is extended a couple of times. They will maintain relationships with recruiters and will network throughout, but there will be an increase in effort when the contract is about to expire.

Running a small consulting practice requires a focus on a full sales pipeline: since proposals can take months (or in some cases years) to come to fruition, it is necessary to have one eye on the pipeline whilst also delivering against existing client commitments. It is very tempting, when things are busy, to cut down on marketing and pre-sales activities. Yet doing this creates a pattern of ‘feast and famine’; the busyness dries up and there is nothing immediately to follow it!

Table 5.3 Contracting versus building a consulting practice

This can cause a significant scheduling problem for small consulting practices. Demand can be quite volatile, and there is always the risk that everyone might say ‘yes’ to the practice’s proposals. It is a nice problem to have, but if you land three large pieces of work at the same time you will need to make a tricky decision regarding whether to say no (which will harm a client relationship), whether to say yes and scale (which will require you to bring in even more resource) or whether to say yes and see whether the client can defer the work to a later date. Careful planning and consideration are crucial.

Of course, in reality, there are many consulting models, and the ‘consulting practice’ model presented here is just one. In closing this section, perhaps it is useful to consider consulting, contracting and employment as a spectrum. On one end (consulting), there is more risk and more autonomy (but also the potential for higher rewards). On the other end (employment), there is greater perceived safety and predictability, with a range of benefits too. Neither end is inherently better than the other, and it is down to an individual practitioner to choose the place on the spectrum that is right for them.

BA CERTIFICATION

Common questions asked by new and experienced BAs alike are ‘Should I pursue BA certification?’ and ‘If so, which certification should I pursue?’ Whether or not certification is a suitable immediate next step for you will depend very much on your individual circumstances. Those aspiring to achieve their first BA role are likely to want to focus on gaining experience and knowledge, alongside a foundation or entry-level certificate. In contrast, more advanced certification will be of relevance to more experienced BAs. There are a wide range of certification options out there, and the ones which are most relevant for you will depend partly on where in the world you are based. This section will examine the core BA certification options offered by BCS, IIBA^® and the BA Manager Forum.

Why certify?

Whether or not to certify is a personal choice, but there are a number of reasons why you might consider doing so. An important element that underpins certification is that it demonstrates professionalism, and (in part) it helps to demonstrate that the certificate holder has consciously chosen business analysis as a career. It also helps to illustrate that the BA community as a whole is focused on establishing business analysis as a recognised profession. Imagine going to an accountant or a surveyor – chances are you would absolutely expect them to hold the relevant qualifications and certificates in their field. Surely, as BAs, we should approach our own craft in the same way? After all, an experienced BA may be acting as a trusted adviser to an executive who is making multi-million-pound decisions. If I were that executive, I would want to know that the person advising me had the relevant qualifications in addition to their skills and experience.

Another important element is knowledge. Newer BAs will likely find that they learn a lot through studying and taking exams. Learning recognised frameworks and common techniques early in your career helps to avoid having to reinvent the wheel and also has the significant advantage that it is possible to put at least some of the learning into action straight away. This will solidify the learning and help it really sink in.

More experienced BAs will likely still learn something new, but in this case certification is more often about the formalisation of knowledge – it reinforces and refreshes what is already known. Yet this can still be a valuable experience – it can be very rewarding to have existing knowledge validated and to know that you are following recognised practices within your work. Attending training and self-studying with others also provides the opportunity to network and discuss real-life application of more advanced techniques, which can be very useful too.

Along with knowledge comes a common language. This is particularly important for those who work with other BAs either internally (in a BA team or practice) or across organisations (when working with external partners). Frameworks enable a shared and common understanding of how business analysis can be conducted, and they allow precise communication between BAs. For example, simply using the term ‘elicitation’ consistently and differentiating it from ‘analysis’ (but accepting that the two can happen sequentially, in parallel and perhaps also iteratively) ensures that everyone has a similar mental model relating to how business analysis can be undertaken. These are, of course, just two terms – certification ensures a common understanding of a wide lexicon of BA terms and techniques.

An angle that is particularly relevant for anyone looking to progress through a BA career is that certification may differentiate candidates who are applying for a role. Employers look favourably on those who have certified, and increasingly certification is mentioned in job advertisements – often as an optional but highly desirable requirement. Of course, certification alone will never land a candidate a job. However, when a suitably experienced candidate also has certification, it may give them the edge over candidates who do not.

Additionally, managers who lead a BA team or practice often provide training that leads towards certification. This helps to achieve the benefits mentioned above but also helps to illustrate professionalism at the practice or team level. It may, for example, be useful for a BA manager to be able to say to their peers that ‘95% of our BAs are certified to a recognised standard, and the other 5% are studying towards that standard.’ It also illustrates investment in and dedication to the professional development of the team.

BA certification routes and options

The three certification routes described in this section – BCS, IIBA^® and the BA Manager Forum – are complementary and provide a useful menu of options for new and experienced practitioners alike. The schemes are different in their construction and intent, so it is well worth understanding the schemes in detail (and understanding which are valued most by the BA community in your area) before pursuing one. If you are a BA manager considering which scheme or schemes to adopt, a practical starting point is to consider the BA frameworks that you use internally and then choose a scheme that is compatible with those frameworks. Or, if you have not yet adopted a standard framework, choose this first and then adopt the certification that supports it.

BCS International Diploma in Business Analysis

The BCS International Diploma in Business Analysis is a well-recognised scheme that requires candidates to demonstrate both knowledge and application of a range of business analysis techniques. It is a modular scheme that requires candidates to sit a total of four written exams and an oral exam. Each written exam leads to an individual certificate, meaning that practitioners can choose to sit certificates in isolation and later convert them to a diploma. This may be of particular interest to aspiring BAs who choose to gain a foundation certificate initially and then complete their diploma once they have landed their first BA role.

To obtain the diploma, you must pass two core modules and two elective modules (one foundation-level elective module and one practitioner-level elective module). This is outlined in Table 5.4.

There are many methods of study – it is probably true to say that most candidates attend multiple-day classroom-based sessions for each module, typically with the exam on the final day. However, training providers are increasingly offering e-learning, which can be an effective way of studying too. Some candidates self-study; this is certainly an option, particularly for more experienced practitioners, but it will require a significant amount of dedicated study time. If you are considering self-study, you may find it beneficial to find a friend or colleague who has passed the diploma to provide you with insights and also to peer-review and critique any exercises that you undertake during your study.

Table 5.4 Requirements for the BCS International Diploma in Business Analysis

Note: Information sourced from the BCS website in October 2017. Check https://www2.bcs.org/certifications/ba/international-diploma-in-business-analysis for the most up-to-date information. Exemptions to certain parts of the scheme apply to holders of IIBA^®’s Certified Business Analysis Professional^® (CBAP^®) and the International Requirements Engineering Board’s Certified Professional for Requirements Engineering (IREB’s CPRE); further details can be found at the website above.

Whilst some candidates sit the exams in a condensed period of time, many sit them over a period of a year or so. This allows reflection time and enables the theory learned on the course to be put into practice. However, a consideration that should be kept in mind as you plan your study is that the oral exam is the final hurdle. It is very easy for specific knowledge to fade, particularly if there are techniques that you are not currently regularly using, and it is critical to allow sufficient revision time for the oral exam. Some training providers offer an oral exam revision workshop, which is well worth investing in. If you are not able to attend a workshop, at the very least it is important to download the up-to-date syllabus for the diploma and the modules you have taken; look back at your notes and ensure that you are comfortable with all of the material.

BCS Advanced International Diploma in Business Analysis

The Advanced International Diploma in Business Analysis was created in response to the BA community’s need for a next step for those who had achieved the standard diploma. It is aimed at senior and consultant-level BAs and requires a candidate to pass a further four exams, provide evidence of contributing to the BA community and provide a portfolio evidencing five years of business analysis experience at a senior level. Candidates must hold the BCS International Diploma in Business Analysis.

The advanced diploma modules are split into three specialisms: Analytical, Business Skills and People Skills. Candidates must pass one certificate in each stream, and one further in either the analytical specialism or the business skills specialism. This is summarised in Table 5.5.

Table 5.5 Requirements for the BCS Advanced International Diploma in Business Analysis

Note: Information obtained from the BCS website in October 2017. Check http://certifications.bcs.org/category/18430 for the most up-to-date information.

IIBA^® certification scheme

IIBA^® offers a competency-based certification scheme that relies on a mixture of applied knowledge and experience. At the time of writing there are three levels available. All are based on the discipline of business analysis laid out in IIBA^®’s Guide to the Business Analysis Body of Knowledge (BABOK^® Guide) v3 (see International Institute of Business Analysis 2015). A brief summary of each level is provided below, and further information can be found on IIBA^®’s website (www.iiba.org).

ECBA™: Entry Certificate in Business Analysis™

This entry-level certificate is particularly suitable for new BAs and those seeking to enter the profession. No previous experience is required, but a candidate must have undertaken 21 hours of relevant business-analysis-related professional development in the past four years. The certificate is awarded upon the successful completion of a one-hour, 50-question, multiple-choice exam. Since this is an entry-level certificate, the questions seek to validate the candidate’s knowledge of the BABOK^® Guide.

CCBA^®: Certification of Capability in Business Analysis^®

This certificate is aimed at BAs with at least two or three years of experience. In order to sit the exam, a candidate must undertake an application process in which they log a total of 3,750 hours of business analysis experience over the past seven years. There is a requirement relating to breadth of experience (see ‘Knowledge Area coverage’ in Table 5.6) and a requirement to have undertaken 21 hours of relevant business-analysis-related professional development in the past four years. Once a candidate’s application has been accepted, they can register for the exam. Upon passing a three-hour, 130-question, multiple-choice exam, they are awarded their CCBA^®. Since this certificate is aimed at practising professionals, the questions are likely to be based on scenarios where it is necessary to undertake some analysis.

CBAP^®: Certified Business Analysis Professional^®

This certificate is aimed at senior and experienced BA professionals with at least five to seven years of practitioner experience. Prior to sitting the exam, a candidate must submit an application in which they log at least 7,500 hours of business analysis experience across a range of BABOK^® Knowledge Areas in the past 10 years. The candidate must also have undertaken 35 hours of relevant business-analysis-related professional development in the past four years. The CBAP^® exam itself is 3.5 hours long, consisting of 120 multiple-choice questions based on case studies.

Preparing for an IIBA^® exam

There are a number of ways of preparing for an IIBA^® exam. There are a wide range of providers across the globe that offer classroom-based and virtual training. There are also study guides and exam guides written by training providers. It is worth getting a recommendation from a colleague or connection that you trust on which course or study material to invest in – the style varies significantly, and it is worth investing in a course or study aid that will work for you.

Alternatively, you might choose to self-study. At the time of writing, IIBA^®’s website provides a breakdown of the weighting of each BABOK^® Knowledge Area for each exam, giving you an insight into what is likely to be included. These ‘exam blueprints’ are available along with a handful of sample exam questions. However, it is important to note that IIBA^® does not make any full sample exams available. Although mock exams can be purchased from some training providers, it is important to note that, whilst they will be extremely useful revision aids, the questions presented on these study aids will be different from those used in the real exam.

Table 5.6 IIBA^® certification options

Note: Information obtained from the IIBA^® website in July 2018. See www.iiba.org/Certification.aspx for further information.

If you choose to self-study, you will need to become very familiar with the BABOK^® Guide. The depth of knowledge required will vary depending on the level you are studying, and it is important to note that you may need to refer to other sources, particularly if you are studying for the CCBA^® or the CBAP^®. For example, the BABOK^® Guide contains a ‘Techniques’ section where a range of commonly used business analysis techniques are outlined. There is sufficient information about each technique to act as a brief introduction if you have not come across the technique before, or as a refresher if you have. However, if it is a completely new technique to you, it is likely that you will need to conduct some further reading to become sufficiently familiar with it. IIBA^® members can access an online library which is a very useful resource for any further reading.

Self-studying can be made much easier when a group of colleagues approach the task together. Some IIBA^® chapters offer study groups, so it is worth checking whether any are running in your area. If not, you might choose to work with people in your organisation or your network and form your own study group. This kind of collaborative approach to studying works well when the group commits to a schedule – the added pressure of knowing you will be held to account by your peers can be a very motivating factor! It is also possible to share the load – for example, each member of the study group might choose part of the BABOK^® Guide that they are familiar with and create a short presentation, giving examples of when they have carried out relevant work. This will add additional context, which for many people helps to make knowledge stick.

BA Manager Forum Expert BA Award

The BA Manager Forum Expert BA Award is aimed at the most senior practitioners in the BA community. These individuals will have worked at an influential and strategic level within their organisation to help facilitate significant positive change. The award is endorsed by BCS and the Chartered Management Institute. The award focuses on three types of skill: personal, professional and business. These are expanded further in Table 5.7.

Table 5.7 The BA Manager Forum Expert BA Award: Skills (Reproduced by permission of BA Manager Forum Limited)

Note: see www.bamanagerforum.org/the-expert-ba-award for further information.

Candidates must meet a number of prerequisites before applying for the award. Specifically, they must have at least eight years of experience including relevant work at a strategic and influential level, and they must also hold either the BCS International Diploma in Business Analysis or an alternative that is deemed equivalent. The certification must meet the following criteria:

The award is assessed rather than examined; that is to say, there is a very robust and extensive application and panel interview process to assess whether the candidate has evidenced experience that is sufficient and appropriate. The assessment process is outlined in Figure 5.3.

Figure 5.3 The BA Manager Forum Expert BA Award process (Reproduced by permission of BA Manager Forum Limited)

Note: See www.bamanagerforum.org/the-expert-ba-award for further information.

As Figure 5.3 illustrates, candidates must provide evidence of the relevant skills by providing a written submission that includes details of a project (or projects) on which they have worked at a senior, strategic and influential level. Initially the candidate provides an abstract, and if this is accepted the candidate is then required to provide a full written submission outlining their involvement in the project. They must also identify supporters who can vouch for their suitability for the award.

Once the full submission and project assignment have been accepted, an oral examination takes place. The candidate is required to present a summary of their project assignment and is then questioned by a panel of examiners. Successful candidates receive the Expert BA Award and are required to recertify every two years.

It is important to note that the Expert BA Award was deliberately designed with a high entry threshold, and it is anticipated that it will not be relevant for (or appeal to) all BAs. It is typically most relevant to those who have chosen business analysis as a long-term career and are making a contribution not just within their own organisation but also within the wider BA community.

Which BA certification?

As the previous section shows, there is a range of certification options for BA practitioners and teams. All of these are valuable, and the various schemes are not mutually exclusive – it is quite possible to hold more than one certificate (in fact, I hold the BCS International Diploma in Business Analysis, the CBAP^® and the Expert BA Award – I obtained them at different points in my career and have found each to be very useful in different ways). However, certain certification options will be more relevant at different points in a BA’s career. Table 5.8 provides some guidelines. This certainly is not intended to be prescriptive – the specific certification that is most relevant for you or your team will depend on your individual context – but it is intended to provide a useful starting point for consideration. It is equally important to note that the table below does not show equivalence between certifications. Finally, it is important to recognise that individual practitioners are likely to progress through the relevant certification and career pathways over different time periods depending on the experience and skills that they gain.

Table 5.8 Certification options

Career Stage	Relevant Certification Options (Examples)
Aspiring to enter the business analysis profession or a brand new BA	BCS Foundation Certificate in Business Analysis (which allows the candidate to progress towards the BCS diploma) IIBA® Entry Certificate in Business Analysis™ (ECBA™)
Mid-career BA	BCS International Diploma in Business Analysis IIBA® Certification of Capability in Business Analysis® (CCBA®)
Senior or lead BA	BCS Advanced International Diploma in Business Analysis IIBA® Certified Business Analysis Professional® (CBAP®)
Senior or lead BA with significant experience of influential and strategic work	BA Manager Forum Expert BA Award

Please note, this table is intended to show examples of which types of certification will be relevant at different times in a practitioner’s career. It does not imply equivalence (or otherwise) between the levels shown at each stage.

At the time of writing, there is an exemption applied by BCS to holders of the CBAP^® that reduces the number of modules that they need to pass to achieve the BCS International Diploma in Business Analysis from four to two. This provides an attractive route to those who have pursued IIBA^® certification who also wish to attain BCS certification. It should also be noted that prerequisites apply to many of the advanced certification options, as described earlier in this chapter.

CONTINUING PROFESSIONAL DEVELOPMENT AND COMMUNITY CONTRIBUTION

Alongside certification, another important consideration for BAs is continuing professional development. Practitioners who attain certain types of certification will need to undertake and log their development activity, but even practitioners who do not have this obligation will need to consider how they are going to stay current. There are at least two elements to continuing development: consumption and contribution. This is illustrated in Figure 5.4.

Figure 5.4 Professional development: contribution and consumption

Consumption

The traditional view of continuing development is often based on an individual consuming some type of material or experience. For example, you might go on a course to develop a new skill. Or you might subscribe to a relevant professional journal. This is still a crucial part of staying current, and there are a whole range of online and offline resources from which we can continue to develop. This type of development can be formal or informal – a classroom-based course would be a formal learning opportunity, whereas researching a technique and watching an online video would be informal ways of learning.

Many BAs carry out a great deal of informal development without consciously planning or thinking about it – if you have ever carried out an internet search to find out more about a technique you were not familiar with, you were engaging in informal development. However, it is valuable to think about structuring some elements of ongoing development. You might have particular skills that you want to hone, or techniques that you want to become more familiar with. Making time for development and logging the progress that you make can help you to determine whether you are on track. It is all too easy, when project deadlines are looming, to neglect professional development. Whilst this might be necessary sometimes, and it might have no noticeable short-term impacts, it would be a serious mistake to neglect development over the long term.

Contribution

A type of professional development that is perhaps not immediately obvious is contribution-based development. It has been said, for example, that to be able to teach somebody how to use a particular technique, you have to know that technique in significant detail – and you will learn through the process of teaching (as the learners will undoubtedly ask questions or approach things from an angle that you have not previously considered).

Therefore, one type of contribution-based development could be to mentor, coach or present to others. This might be internally, within your organisation or BA practice, or it might be externally, at a conference or a BCS or IIBA^® chapter event. Alternatively, you might write articles or white papers for an organisation such as the BA Manager Forum. You could even start your own blog or contribute your opinions and experiences to an online forum. Or perhaps you might consider volunteering for an IIBA^® chapter or BCS branch.

The key word here, though, is contribution – and, in this case, it is a contribution to the BA community. A community thrives when there are lots of members of the community willing to contribute and share their knowledge and experience. When there are a sufficient number of contributors, the community thrives and grows. So, as well as undertaking consumption-based development, it is important that we all consider what we can contribute too.

Examples of formal and informal contribution-based and consumption-based development activities are summarised in Table 5.9.

Table 5.9 Examples of professional development activities

WHAT NEXT? PROGRESSION BEYOND THE BA ROLE

A question asked by many senior and lead BAs is ‘Where next?’ The next step in a ‘logical’ (linear) career progression might be seen as a head of business analysis or a BA practice manager, but there is typically only one of these per practice, so roles may be hard to come by. So, what other options are there?

One consideration is whether moving role is necessary at all. Many senior and lead BAs find the role broad enough to be satisfying in the long term. There is always something new to learn, and, with most organisations having a diverse portfolio of projects, there are often many opportunities to gain various types of experience. This might, for example, involve working on a project for a different part of the organisation. Or, if you have typically worked on projects during the delivery phase, it could involve working on them during the earlier pre-project problem analysis and feasibility phases. Alternatively, it might involve helping a sponsor to determine whether the benefits in a deployed project have actually been met, and helping to diagnose problems and recommend options to optimise the situation if there is room for improvement.

Another option for experienced BAs is to move into a different domain. If you work for a large organisation, this could be within your own organisation (e.g. if you have always worked on operations projects, perhaps you could pick up an HR or finance-led project). Alternatively, a bigger move would involve applying for a BA role at a different company in a different industry. You will undoubtedly find that, whilst all industries have their quirks and differences, there will be common problems between them and you will bring valuable experience from one industry to another.

For the BA who does want to move on to a different role, there are a wide range of opportunities. The analytical skills that an experienced senior BA possesses fit many roles in organisations. However, it may be necessary to consciously focus on breadth before making your next career move. Particularly if you are focusing on a business leadership or management role, gaining experience and exposure to different parts of the business will be key. Understanding the types of decision that a decision maker needs to make, and the challenges that they face, will be crucial. Some larger organisations offer secondment programmes where an employee takes on a role temporarily – perhaps for six months or a year. This can be a great way of gaining a breadth of experience outside the BA environment, to supplement and add to your core skillset.

If you progress within your organisation, it is likely that you will need to take on greater managerial responsibility as you progress. This normally involves elements of people management, budgetary accountability and so forth. As discussed previously, this is an important angle to consider – some BAs do not enjoy and do not want these elements of a role and, if this applies to you, it may restrict the roles that are relevant to you. You may, instead, find yourself staying in your existing role and developing within it. Or, if you are a risk taker, you might find yourself doing something completely different, such as starting your own small business (where, of course, you will still have management responsibility but will be better in control of how things work).

Some roles that an experienced BA might consider are listed below. This is by no means an exhaustive list, and it is important to note that some involve side steps rather than progressions in perceived seniority. Indeed, it can be difficult to decide whether to deliberately take a role perceived as less senior in the short term, in order to gain a breadth of experience to accelerate your career in the long term. That is a decision that very much depends on an individual’s personal and professional values and situation.

Following are some roles that an experienced BA might consider:

As with any career move, it is worth considering the type of work that you enjoy and the types of role that you are aiming for in the medium and long term, and planning accordingly. However, it is equally important to be prepared to deviate from this plan if an opportunity arises that feels right (and that will allow you to progress in the general direction in which you are seeking to move). It is very easy to neglect career planning – certainly I have been guilty of this in the past – and if you work for a large organisation there is sometimes the assumption that the organisation’s development programmes and appraisal programmes are all that are needed. These are important, of course, but it is well worth consciously creating a personal plan too, that considers where you want to be by when.

After all, if you aren’t owning and managing your career, then who is?

SUMMARY: BA CAREER TRAJECTORY DIAGRAM

The preceding sections of this chapter are summarised in Table 5.10. This provides a visual perspective of some of the possible career pathways open to BAs. This diagram is not intended to show the criteria for transitioning between roles or levels of seniority as this is so specific to the individual organisation. Accordingly, it is important to note that the point at which an individual practitioner is ready to progress between roles will vary depending on a wide range of personal, professional and contextual factors; there is certainly no ‘single pathway’.

Table 5.10 Career trajectory as a BA: potential routes, considerations and certifications

Overall, with the transferrable skills that a good BA has, the possibilities really are limitless – so this should be seen as a suggested starting point on which we can build, rather than a definitive map to be followed. It is certainly not intended to show all conceivable or possible routes!