I am an accidental Business Analyst. My journey began in the trenches of IT (Information Technology) Support, where I honed my knack for problem-solving and listening to users amidst the swathe of support tickets. One day, while discussing my work on an Enterprise Resource Planner (ERP) system implementation, my mentor remarked, “You know, you’re essentially a Business Analyst.” Initially, I laughed it off, thinking of stock markets and financial forecasts. However, I soon realised that I was not just solving IT issues; I was untangling business challenges, translating needs into solutions, and bridging the gap between what is and what could be.
This article is for anyone considering a career in Business Analysis, those transitioning from IT roles, or professionals seeking to understand the value of mentorship and structured learning in career development.
Early Days: Apprentice Business Analyst
Reflecting on my early days, I found myself deeply engaged in the ERP implementation project. Despite it being a new experience, I enjoyed the challenge. Unbeknownst to me, I was performing tasks typical of a Business Analyst. My mentor played a crucial role in helping me understand the broader scope of the role and its significance. Mentorship was vital at this stage, helping me solidify my understanding of Business Analysis, learn foundational techniques, and identify areas for improvement.
During this period, I also pursued a Degree Apprenticeship in Business Analysis, which was a blend of academic learning and practical experience. This training was instrumental in building my foundational knowledge, although there are various paths you can take to enter the field. However, I would say, some type of formal training is beneficial for the core foundations that you will lean.
The Decision of Internal vs. Consulting BA
As I finished with my apprenticeship, I wanted to see what lied next for me in my career, after some discussions, I knew that I was interested in consulting, whereas previously I had been internal. Being an internal BA or in a consultancy are great roles but are slightly different.
Weighing up the differences between internal and consulting as a Business Analyst I considered the following:
Internal Business Analyst:
- Deep Organisational Knowledge
- Long-term Impact
- Stable Environment
Consulting Business Analyst:
- Diverse Experiences
- Challenging Projects
- Variety of Work and Industry
Business Analyst
As I stepped up from being an Apprentice to a Business Analyst and moved from Internal to Consultancy. I no longer was assisting in the analysis, instead I was independently meeting with stakeholders and seeking direction from seniors were required. Around this time, and as I was more interested in what differentiated someone from a junior, midlevel or senior Business Analyst that my research led me to SFIA levels, something I am planning to post separately about. But effectively I found it to be not just about independent work, but also sharing knowledge with and influencing others around you, which is something I would encourage people at every level of their career do, but at this stage it becomes more of an actual requirement of the role.
My journey culminated in earning the IIBA Certified Business Analyst Professional (CBAP) certification, a testament to my dedication to continuous learning.
Becoming a Senior Business Analyst
In February 2024 I transitioned to my first ‘Senior Consultant’ role, a change that I had been working towards and pursuing, but what got me there, and what has it felt like so far.
For me there have been 3 key parts that have helped my journey which are, continuous learning, collaboration and the BA mindset.
Lifelong learning through education, certifications, and on the job experiences has been useful. Staying curious and open to innovative ideas has helped me navigate various challenges and seize opportunities.
Collaborating with diverse teams and stakeholders has enriched my skills. At the beginning of my career, I could learn so much about the fundamentals, and as I have matured in my career collaboration has stayed relevant but in a slightly different way, it has kept me reminded of best practices and ensured that I have considered the full BA toolkit available to me, as we so often fall into the trap of doing the same thing again.
For me, being a Business Analyst has been about more than just my technical skills, in fact, I believe that the things that have helped me progress have been more in the BA ‘mindset’, soft skills such as curiosity, active listening and building trust have been the keys for me. The soft skills can be what differentiates a good BA that knows the techniques, to a great BA that can apply them suitably in an environment and work towards a high trust team.
The Future
As a Senior Consultant with CMC Partnership Consultancy Ltd, I now help public sector organisations streamline operations and implement products and services efficiently.
Looking ahead, I aim to deepen my collaborative efforts, mentor aspiring Business Analysts, and continue to contribute to the Business Analysis community, especially through Young Business Analysts (YBA) . I am excited to keep sharing my expertise and learning from my peers at CMC.
Lookout for articles over the coming weeks on SFIA levels, Shu Ha Ri and the BA Toolkit
