Chapter 9

Closing Comments

Following a structured process to plan, facilitate, and follow up on business analysis meetings contributes to the quality of the requirements generated. As you develop your business analyst skills, focus on sharpening facilitation skills like listening, restating ideas for clarity and asking pointed questions, and the basics of meeting management. Hone your belief in the power of the team, demonstrate patience, and remain objective. In general, a good facilitator is energetic, respectful, and supportive of the team process. There is no substitute for experience. You will become better with each meeting. Take advantage of each experience to objectively evaluate your abilities to effectively use group process techniques, and grow with each experience.

To become a great facilitator, focus on the following development activities:

• Enroll in facilitation classes.

• Enroll in presentation and communication skills classes.

• Consider becoming a professional certified facilitator.

• Seek out a mentor who is a great facilitator.

• Ask a great facilitator—or a good friend and colleague—to observe you in action and give you feedback.

• Evaluate your effectiveness as a facilitator after each meeting.

If you are looking for a business analyst for your project, ensure that the applicant is a skilled facilitator. To assess a candidate’s facilitation knowledge and skills, ask yourself questions such as:

• Is the person a professionally certified facilitator?

• Does the person have a good reputation as a facilitator?

• How does the person design and plan for meetings?

• Does the person have knowledge of business analysis meeting goals and content?

• Does the person define meeting roles and responsibilities?

• Does the person conduct premeeting research? How?

• What facilitation tools does the person use?

• How does the person bring teams to consensus?

• What group dynamic techniques does the person use?

• How does the person foster open and honest communication?

• Is the person considered an expert in the business area undergoing change?

• Does the customer think highly of the person?

• Does the technical development team think highly of the person?

• Is the person thought of as a leader? A consultant?

• Is the person known for the ability to grasp both business and technical issues?

• Can the person ask tough questions without seeming threatening?

Also of importance when selecting a business analyst is considering what a facilitator is not:

• A subject matter expert on the issue at hand

• An organizational strategist

• A technical lead

• A member of executive management

• A participant who offers an opinion