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Business Analyst Jobs
Business Analysts

Business Analyst Jobs

"Business Analyst jobs are a prize for business and technical graduates."

People land Business Analyst jobs in many ways. Junior Business Analyst jobs are available to people who graduate from college and have very little or no prior experience. These roles as entry level management jobs, entails them being an individual contributor and requires working under supervision. In other instances, people work in an industry and gain an understanding of the business before taking up a Business Analyst job role. Such people take up middle management level positions and may play a supervisory role.

Skills Required

Business Analyst Jobs

Business Analysts perform a wide variety of roles depending on the organization they work for and the title that they hold. The job description would vary and the skills required would also differ accordingly. Entry level Business Analyst jobs would require strong analytical thinking capabilities, collaboration and communication skills. These are foundational skills that would be required throughout the career in business analysis. At the middle and senior levels, there is an increasing emphasis on leadership, business knowledge and multi-tasking skills.

Business Analyst Job Description

Business Analyst Jobs are plentiful if you have the right credentials.

Given the varying nature of the Business Analyst job, there is no standard job description for a Business Analyst. Primarily, BAs act as a liaison between the technology and business organizations and help implement solutions that meet stakeholders' requirements.

Business Analyst Career

Business analysts can pursue a career within the area of business analysis or seek a lateral move. Organizations that offer a structured career path for BAs often have training programs that impart new skills (These may be in the form of usage of new tools, conflict management, workshop facilitation and effective presentation skills). This would ensure that people are geared to take up higher responsibility in their jobs. At middle and senior levels (people with about ten years of experience), Business analysts would be deployed on complex and critical projects that would run for longer duration, require significant stakeholder management skills and the ability to present at senior executive levels. Over the long term, these roles can lead to taking up leadership positions at a division or Business Unit level within an organization.

Career moves outside business analysis include taking up roles as a Project Manager, Product Manager or a Product Specialist. BAs with a good grasp of technology can take up the role of a Solution Architect. Solution Architect roles are in high demand given the requirement for professionals with sound technical and business skills. In the long term, some business analysts take up independent consulting jobs that may prove to be more remunerative than full time employment.


Business analysts should be aware of career options within the area of business analysis and lateral career options. They should equip themselves with the appropriate skills to make career progress. Business analysts must be able to chart the course of their careers than wait for things to happen. Business Analyst jobs offer a variety of experience that can help professionals make a career in other areas like consulting, product management, project management and general management.

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Business Analyst Community & Resources | Modern Analyst
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The Crucial Art of Pre-Project Problem Analysis
by Transform VA
13 Aug 2017 at 2:47pm
Business analysis is a broad discipline and we have a whole range of tools and techniques at our disposal. We may get involved within projects, but also outside of them. Many BA teams are actively seeking earlier engagement—when we are engaged prior to a project being initiated we can work with our stakeholders to ensure that the problem space is thoroughly understood. We can encourage stakeholders to think about many possible solution options, and can work with them to ensure that the option that is chosen is the best fit and has the best chance of delivering maximum benefit. Early engagement also helps us avoid the 'first solution trap'.
Managing Scope Creep (Scope Part 3)
by Transform VA
6 Aug 2017 at 10:59pm
Scope creep (also known as feature creep, requirements creep, featuritis, and creeping featurism), however, refers to the uncontrolled growth of functionality that the team attempts to stuff into an already-full project box. It doesn’t all fit. The continuing churn and expansion of the requirements, coupled with inadequate prioritization, makes it difficult to deliver the most important functionality on schedule. This demand for ever-increasing functionality leads to delays, quality problems, and misdirected energy.  Scope creep is one of the most pervasive challenges of software development.   
What are disbenefits?
by Transform VA
30 Jul 2017 at 8:50pm
Disbenefits are changes to on-going operating costs as a result of a project; they could be perceived as positive or negative. These disbenefits are included in defining the Total Cost of Ownership rather than a component of project cost, and is more of a focus for controllers due to its on-going nature rather than one time project savings and revenue.
Getting the Job Without Previous Domain Experience
by adrian
23 Jul 2017 at 9:01pm
Trying to secure a business analyst job interview in an area in which you don’t have prior experience can be a huge challenge. It’s common for recruiters and hiring managers to screen out applicants--no matter how accomplished they seem to be from their resumes--simply because the candidate’s job history doesn’t include work in the target industry...  But how do you get your foot in the door when so many recruiters and hiring managers tend to ignore applications from a candidate whose background doesn’t match the role they are trying to fill? The following tips may help.
Security Requirements Engineering
by adrian
17 Jul 2017 at 7:19am
When security requirements are considered at all during the system life cycle, they tend to be general lists of security features such as password protection, firewalls, virus detection tools, and the like. These are, in fact, not security requirements at all but rather implementation mechanisms that are intended to satisfy unstated requirements, such as authenticated access. As a result, security requirements that are specific to the system and that provide for protection of essential services and assets are often neglected. In addition, the attacker perspective is not considered, with the result that security requirements, when they exist, are likely to be incomplete. We believe that a systematic approach to security requirements engineering will help to avoid the problem of generic lists of features and to take into account the attacker perspective. Several approaches to security requirements engineering are described here and references are provided for additional material that can help you ensure that your products effectively meet security requirements.
Deep Dive Models in Agile Series: Decision Models
by Transform VA
9 Jul 2017 at 8:40am
This is the last article in this current  “Deep Dive Models in Agile” series and covers Decision Models, which include both Decision Trees and Decision Tables. Decision Models include two RML System models (Decision Trees and Decision Tables) that detail the system logic that either controls user functions or decides what actions a system will take in various circumstances.
Is the Tail Wagging the Dog?
by timbryce
6 Jul 2017 at 5:25am
The point is, no amount of elegant programming can solve a system problem without someone who understands the overall system architecture, someone who understands how the business works. Attacking systems development without such orchestration, such as one program at a time, will not produce the desired results. That would be like trying to build a bridge without a set of blueprints; it would probably be disjointed and one end would likely not connect with the other in the middle. 
Business Analysis - Leading with Influence
by michael_r_roy01
26 Jun 2017 at 7:25am
What is Leading with Influence?... It is about the ability to affect the actions, decisions, and thinking of others to accomplish key goals or tasks that you consider to be important. Simply put, leading with influence is about getting people to willingly follow the direction that you provide when you lack organizational authority. It is about leading when you are not in charge. As a Business Analyst, I want delivery partners on a project to follow the guidance I provide without having to demand their compliance.
An Overview of the Underlying Competency of Behavioral Characteristics
by Transform VA
19 Jun 2017 at 6:13am
While BABOK and other sources include Behavioral Characteristics as an essential underlying competency for business analysts, many analysts may have only a vague idea of how it applies to their personal work environment, or even exactly what behavioral characteristics are, so let’s define those first.... The term behavioral characteristics simply refers to an analyst’s workplace ethics and character.    Afrikaans Albanian Arabic Armenian Azerbaijani Basque Belarusian Bulgarian Catalan Chinese (Simplified) Chinese (Traditional) Croatian Czech Danish Detect language Dutch English Estonian Filipino Finnish French Galician Georgian German Greek Haitian Creole Hebrew Hindi Hungarian Icelandic Indonesian Irish Italian Japanese Korean Latin Latvian Lithuanian Macedonian Malay Maltese Norwegian Persian Polish Portuguese Romanian Russian Serbian Slovak Slovenian Spanish Swahili Swedish Thai Turkish Ukrainian Urdu Vietnamese Welsh Yiddish ? Afrikaans Albanian Arabic Armenian Azerbaijani Basque Belarusian Bulgarian Catalan Chinese (Simplified) Chinese (Traditional) Croatian Czech Danish Dutch English Estonian Filipino Finnish French Galician Georgian German Greek Haitian Creole Hebrew Hindi Hungarian Icelandic Indonesian Irish Italian Japanese Korean Latin Latvian Lithuanian Macedonian Malay Maltese Norwegian Persian Polish Portuguese Romanian Russian Serbian Slovak Slovenian Spanish Swahili Swedish Thai Turkish Ukrainian Urdu Vietnamese Welsh Yiddish Detect language » English  
Documenting Requirements for Outsourced Projects
by Transform VA
11 Jun 2017 at 8:30am
The purpose of this brief article is to explain the connection between documenting requirements and contract type. Recently I consulted with a firm eliciting requirements for a new product. In this case, an internal business analyst team was documenting the product requirements by consulting with appropriate stakeholders. The follow-on project intent was to outsource the work to develop the product in the form of a contract.
Crossing the Imaginary Line - Design Thinking in Business Analysis
by michael_r_roy01
4 Jun 2017 at 10:50am
I take the approach that as Business Analysts, the line between requirements and design is an imaginary line. We need to be pragmatic (abandon purist thinking) and not be afraid to wear the design cloak, to adopt design thinking.    So how do we incorporate design thinking in Business Analysis in a value-add way? Take the following thoughts into consideration when working on your next project that involves building or significantly updating a customer-centric application. Author: Michael Roy, Business Analysis Professional / Requirements Leader Michael is a solutions-focused Business Analysis professional with extensive experience leading change initiatives at a tactical and strategic level.  
What Are True Business Rules?
by Transform VA
29 May 2017 at 9:00pm
Don't underestimate how pervasively across your organization business rule is misunderstood. What is a true business rule? A true business rule is simply a criterion used in daily business operations to shape behavior or make decisions. The things that IT implements under today’s software platforms are not true business rules; rather, they are mostly encoded representations of business rules.
?But I Already Know What I Want!?: Helping Our Stakeholders Think Beyond One ...
by Transform VA
21 May 2017 at 4:43pm
I bet everyone has, at least once in their career, heard the expression: “We don’t need any up-front analysis: I already know what I want!” Often these words are followed by a description of a specific type of solution, often an IT system, and often a specific vendor name. Perhaps our executive stakeholder has decided they need to migrate onto the newest platform, the organization needs a new ‘mobile app’, or we need to ‘move all of our data into the cloud’. I can imagine some people will be holding their heads in their hands as they read this paragraph…
iRise: Why Prototyping is Essential In the Post-Information Age
by adrian
13 May 2017 at 11:17am
iRise gives Business Analysts the tools they need to communicate clearly with both the business and its stakeholders.  They use working previews that can be virtually indistinguishable from the final product.  When business analysts uses iRise to elicit and document requirements: the business analyst becomes a powerful weapon to get to the right answer, ...
Deep Dive Models in Agile Series: State Models
by Transform VA
7 May 2017 at 8:00pm
State Models include two RML Data models (State Tables and State Diagrams) that show the transition of an object through various states or statuses, including which transitions are valid and what triggers an object to transition state. A state is a short-form description of a stage in a data object’s life that influences the behavior of the system. These two models are covered together in this paper because they generally show the same information, just in different ways. These models are great for any object which has state about which there might be business rules, like workflow processes!

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