As business analysts, it’s essential that we work closely with our business stakeholders. Whether we’re working on strategy, feasibility or requirements, this closeness often helps to ensure that we gain a real and detailed understanding of the problems that our stakeholders face.  In some cases we might try and completely immerse ourselves in the world of the business user by co-locating with them or even by going “client side” (which might sometimes be referred to as “going native”).

There is no doubt that this closeness can be hugely beneficial, and it helps us to build strong working relationships with our key stakeholders.  But, is it possible to get too close to the business?

Last week I was re-reading the BABOK chapter on “Elicitation”. Doing a deep-dive into the BABOK is part of my professional development plan to ensure I’m making the most of each project opportunity that comes along and also part of my initial phase of CBAP-preparation. For the most part, the Elicitation knowledge area seemed like a slam dunk. I’ve used most, but not all of the techniques (never done a focus group). I’ve documented the results of elicitation informally in meeting notes and at times jumped right into analysis by using prototypes of potential requirements to validate elicitation results with stakeholders. I was actually quite surprised at how nicely my experience stacked up to the contents of the BABOK.

Anne, a young business analyst for a financial company in New York, arrived late for the meeting.  I had been at the company for two days of a week long engagement and had been attending meetings most of the time.  This was the third meeting that Anne and I both attended and the third time she showed up late, and this meeting was mine.  As is my tendency, I made no notice of Anne’s late arrival, nor of her fairly steady use of her Blackberry while the meeting progressed.