Problems vs Symptoms: how to identify the root cause ❓

As Business Analysts, one of the most important skills is identifying the real problem, not just addressing its symptoms. Much like in medicine, where symptoms point to an underlying health issue, in business analysis, the symptom can be misleading if we don’t dig deeper.

Here’s a simple approach to tackle this:
1. Ask the right question: When faced with an issue, ask yourself: Am I solving the symptom, or the root problem?
2. The 5 whys method: A popular tool for root cause analysis is the "5 Whys." By repeatedly asking "why" (usually five times), you dig down to the core issue rather than just addressing the surface problem. It’s a straightforward technique but can be incredibly effective for revealing the true cause of a problem.
3. Separate symptoms from solutions: Stakeholders may propose solutions to issues they perceive, but often these are merely symptoms. A real problem has multiple possible solutions, and a good solution should eliminate all related symptoms.

In your next project, make sure you focus on identifying and solving the real problem. If you only fix the symptom, the issue might return later. By using techniques like the 5 Whys, you’ll ensure your solutions address the underlying causes, leading to lasting impact and real progress!

#BusinessAnalysis #BACommunity #5Whys #ProblemsvsSymptoms

Why Strategic Thinking Matters in Business Analysis Today 📊

Many Business Analysts excel at user stories, backlog management, and sprint rituals. These are valuable skills — but they focus on how we build.
To create real impact, we must also focus on what we build — and why.

Strategic thinking is what elevates the BA role from delivery support to value creation. It involves:

1. Aligning features with business objectives
If we don’t clearly understand why something is being built, we can’t assess its value.

2. Defining the problem before proposing a solution
Jumping to solutions too quickly often results in wasted time and effort.

3. Challenging assumptions and relying on data
Asking critical questions and using evidence helps uncover the real needs behind requests.

4. Looking beyond the sprint
Not all decisions can—or should—be made within a two-week window. Strategic BAs consider longer-term impacts.

5. Connecting business vision with product execution
This is where true value lies: not just delivering outputs, but enabling meaningful outcomes.

Agile helps us build things right.
Strategic thinking helps us build the right things.

#BAcommunity #Strategicthinking

When collecting information on the AS-IS process takes too long 😮‍💨

One of the first steps in many business analysis tasks is gathering information about the AS-IS process. While the process may seem obvious to stakeholders, a BA has to gather all edge cases and context to avoid mistakes when designing a new system.
But let’s be honest: if it takes too long, stakeholders get impatient. So how can we speed it up without losing quality? Here are a few best practices that helped me personally:

1. Let SMEs sketch the BPMN diagram themselves
This might sound bold, but it has saved me hours. I once asked the finance team to draw their own process. I prepared an example, picked a simple tool for them and scheduled a Q&A session to review their version. As a result, the team really enjoyed learning a new tool and managed to execute the task perfectly.

2. Reverse interview
Ask the subject matter expert to teach you how to do their job, step by step as if you were their trainee. This reveals the hidden steps they normally do unconsciously or forget to mention.

3. Provocative modeling
When creating a model, sketch an intentionally wrong version of the process. Ask the SME to review it. It works surprisingly well: people are often much better at pointing out mistakes than describing the whole flow from scratch.

How do you speed up AS-IS discovery without sacrificing quality? Share your experience in the comments

#BusinessAnalysis #BABestPractices #AsIsProcess #RequirementsElicitation

Hey, Analysts! Today we we want to share with you an interesting fable comparable to the responsibilities of BAs 🌈

There’s an old fable about six blind men who encountered an elephant for the first time. Although they couldn’t see it, they wanted to learn what an elephant was like. Each of them touched a different part of the elephant.

The first man wrapped his arms around the elephant’s leg and said, “Why, an elephant is just like a big tree.”

“No,” said the man who held the elephant’s tail, “an elephant is like a rope.”

The third man felt the side of the elephant and reported, “This elephant is like a big wall.”

The fourth man gripped the elephant’s trunk and declared, “You’re all wrong. The elephant is like a giant snake.”

The fifth man rubbed the elephant’s tusk and said, “I think an elephant resembles a spear.”

“No, no, no!” said the final man, who touched the elephant’s ear. “An elephant is like a big fan.”

The blind men were all correct. The elephant has all the characteristics they described, but no single feature of the elephant provides a complete denoscription of what an elephant is all about. Each man had but a limited view of the elephant and could draw conclusions only from that view.

In conclusion, while writing requirements, keep in mind that there is no single view of the requirements.
Often it’s desirable to represent requirements in multiple ways such as with use case diagrams, test cases, models, thereby giving the readers a richer, more holistic understanding of the requirements.

#BusinessAnalysis #Requirements #MultiPerspective