The Business Analyst vs. the Enterprise Architect
Document ID: ZAPFLASH-2008813 | Document Type: ZapFlash
By: Ronald Schmelzer
Posted: Aug. 13, 2008
As adoption of Service-Oriented Architecture (SOA) spreads in the
enterprise, one of the most notable trends in the market, other than
introduction of new products and services, are changes to the
organizational structure of businesses that are successful with SOA. In
addition to the growth of Centers of Excellence (CoE) and competency
centers focused on SOA, were also seeing a greater focus on enterprise
architecture (EA) groups that lead and guide SOA initiatives across the
organization. However, EA groups are not alone in trying to help meet
the wide range of needs of the business with IT solutions. Indeed,
before the discipline of EA got the visibility it has now, another part
of the organization held sway with the business -- business analysts.
Business analysts serve an important role in the organization,
helping to marry the needs of the business with the various
capabilities and resources available to it. However, now that the EA
organization is getting its time in the limelight, what will happen to
traditional business analysis and the business analyst organization?
Are BAs a separate group that should be given a specific role in
interacting with EA groups and SOA efforts, or are business analysts
simply another type of enterprise architect that should be rolled into
SOA initiatives? Furthermore, whats the future of the business
analyst? In this ZapFlash, we hope to bring the business analyst and
enterprise architect roles into sharper focus so that we can help the
organization maximize its resources for business success.
What is the role of a Business Analyst?
In order to understand how the roles of business analyst and enterprise
architect might interact, we first need to understand what exactly a
business analyst does. Wikipedia defines
a business analyst (BA) as a person who practices the discipline of
business analysis. Obviously. More insightfully, the entry continues:
A BA is responsible for analyzing the business needs of their clients
to help identify business problems and propose solutions. Within the
systems development life cycle domain, the business analyst typically
performs a liaison function between the business side of an enterprise
and the providers of services to the enterprise. Common alternative
titles are business systems analyst, systems analyst, and functional
analyst, although some organizations may differentiate between these
titles and corresponding responsibilities. Reading between the lines
it seems that a business analyst is responsible for translating the
needs of the business into specifics that can be acted upon by
individual parts of the business.
Reinforcing this definition, the International Institute of Business
Analysis clarifies that "a business analyst works as a liaison among
stakeholders in order to elicit, analyze, communicate and validate
requirements for changes to business processes, policies and
information systems. The business analyst understands business problems
and opportunities in the context of the requirements and recommends
solutions that enable the organization to achieve its goals." To be
relevant then to the area that EAs concern themselves with, we really
are focusing on one sort of BA in particular: the IT business analyst.
An
article on CIO.com refines the role of the IT business analyst as
the organization that scopes the system, interprets business need,
translates technical issues into language that business can understand,
scopes out the project details and requirements, serves as the liaison
between the development team and business representatives, helps the
project team traverse the politics of the organization, creates test
cases and scenarios, and acts as advocates for project stakeholders. In
this regard, a business analyst isnt a project manager per se,
however they function as the business requirements role necessary in
every IT project.
What makes the BA role interesting is that it predates the
predominant use of IT in the enterprise. In the days before IT, the BA
would have a set of principles and methods they would use to address
risk management, facilitate inter-organizational communication, improve
labor utilization, optimize processes, and perform other tasks that
required connecting the strategic aspects of the business with the
tactical parts that made it work. When IT was introduced into the mix,
it just became another part of the mechanism that made things work.
Conflict and cooperation with the role of an Enterprise Architect
At first blush, it seems that much of the responsibility of IT BAs
overlaps with the responsibility of EAs. In a number
of previous
ZapFlashes,
we defined the role
of an EA as providing executive-level management leadership to all
architecture efforts across the enterprise, pulling together and
establishing core architectural best practices for the entire
organization, establishing business-focused Service Domains that bring
together Business Services that share a common business context,
creating, coordinating, and funding teams to run the Service Domains on
behalf of the lines of business as well as IT, working closely with the
VP of Project Management to insure close cooperation between
architecture and project management teams, and to improve project
management policies, and working closely with executive management
within each line of business to communicate the process improvement and
agility benefits of the SOA initiative, to coordinate process
definition, improvement, and management activities, and to better align
IT capabilities with business needs overall, among other
responsibilities. And to make matters worse for the BA, according to
Payscale.com, an
average BA with 5-9 years of experience makes a bit less than $66k a
year, while EAs with
equal experience make over $100k.
Furthermore, in our discussion of the SOA
Metamodel, we defined the EA as the person, or organization, that
shepherds business requirements into Services and then manages the
realization of those Services through the IT development organization.
In this light, it would seem that the role of the EA eclipses,
competes, or otherwise impedes the efforts of the BA in the
organization. So, are the BA and EA different roles trying to
accomplish similar tasks? Not exactly.
Even if we focus on the role of an IT Business Analyst, it is clear
that the scope of the work and nature of their skills differ in
significant ways. An EAs role is to translate business requirements
into capabilities that can be cost-effectively implemented, predictably
managed, and reliably controlled. The central abstraction for the EA is
the Service Model and other models that relate to information, process,
system, and functional flow to enable the ongoing operation of the
business. As abstract as this may seem, especially to developers, the
BA acts at an even more abstract level.
BAs are primarily tasked with requirements generation and
facilitation of communications with technical groups to make sure those
requirements are reliably implemented. In this regards, while an EA has
both feet firmly planted on both sides of the business-IT divide, the
BA (even an IT BA) is weighted towards the business. Most organizations
separate the roles of the BA and EA. However, organizations that are
looking to maximize the benefit they receive from SOA and other
architecturally-driven IT efforts should think more holistically about
either combining the EA and BA responsibilities in the business or
creating a new organizational structure that puts the business analysis
and enterprise architecture roles into more intimate contact.
Part of the reason for bringing BA and EA closer together is that
BAs often lack the technical skills to do the modeling part that is so
necessary to making good architecture work. Second, most BAs have
business metrics in mind (as they should) without having visibility
into how IT will impact the realization of those metrics. Furthermore,
BAs still think in terms of discrete business needs that need to be
addressed in short timeframes. To achieve the promised SOA goals of
reuse, reduction of redundancy, and business agility, the EA can
provide the corporate memory and long-term strategic IT planning that
most BAs lack in their tactical approach to todays business needs.
The ZapThink Take
In most organizations, the role of the BA is far more developed and
understood than the role of the EA. As such, it would be unreasonable
to assume that the EA role will usurp, replace, or otherwise impinge on
existing BA capabilities. However, the future of EA and the future BA
are clearly moving in complementary directions. To the extent that BAs
are dealing more and more with requirements for agility, reuse, and
reduced cost of integration, they will find themselves mirroring the
activities of the EA groups in their organization. Likewise, the more
that EAs find themselves responsible for translating ill-defined
business requirements into architectural models and Service
definitions, the more they will find themselves filling a BA role in
the organization.
Clearly, not everything in the organization that a BA will deal with
is IT centric, and likewise, the EA organization wont cover all
aspects of business operation. However, were in a business environment
thats looking to squeeze every bit of value and inefficiency out of
IT. In this environment, it only makes sense to rethink the role of the
BA and EA together an expanded, strategic, and operational role for
IT planning that plays more in the hands of business than it does in
the increasingly commoditized hands of IT implementation and
operations. When this happens, architecture itself becomes strategic
and can move out of the hands of the IT organization and into the hands
of business operations.