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How to Sell the BA Role in Your Organization
- 1. SELLING THE BA ROLE IN YOUR ORGANIZATION PRESENTED BY MOMENTUM, INC. 2120 Market Street, Suite 100 Camp Hill, PA 17011 (717) 214-8000 www.m-inc.com @MomentumBlue Gain Momentum… Produce Results!
- 2. 2 LEARNING POINTS • Understand the day-one benefits to be achieved from utilizing the BA • Learn what the BA does and what operational significance this provides • Discover the tangible payback to your organization
- 3. 3 THE HOOK…
- 5. ▫“We had no formal requirements and the communication throughout the project was poor” 2 3 4 Poor Communication 13 Poor (or No) Requirements 8 5 No Defined Success Measures 6 Client Died 5 1Lack of Project Scope/Direction/Ownership 21 Worst Project Experience…
- 6. 8 WITHOUT A BA • The deliverables are not meeting the customer needs • No real progress seems to be made • The “business” and IT teams don’t speak the same language • Continual escalations to the management team
- 7. 9 KEY BA BENEFITS • Bridge the work tasks and communication gaps between the customers/business owners and IT • Brings experience in all facets of SDLC • Ideally has a working knowledge of the target applications/products, concepts, and architecture • Defines the present business situation and customer challenges • Helps differentiate the customer needs vs. wants • Works closely with the PM to ensure the on-time deliverables meet the contractual customer expectations
- 8. 10 KEY BA BENEFITS • Close out Post-Implementation / Deployment • Conduct research and data analysis on the ROI numbers • Gather 20/20 Review data • Coordinate Customer Satisfaction Surveys • Carry out document archival responsibilities • Develop post-production performance metrics
- 9. 11 BA FUNCTIONS • Stakeholder / Decision maker analysis • RACI Matrix • Requirement Gathering • As-Is and To-Be Process Definition • Gap Analysis • Solutions Approach • Test Management Plans • Prototype / Interface Mock-ups • Use Cases / User Stories
- 10. 12 BA FUNCTIONS – CONTINUED • User Manuals • Test Scripts • Change Management • Problem Management • UA Test Plans • UAT Coordination Among the User Community • Post-Implementation / Deployment Activities
- 11. 13 ATYPICAL BA ROLES • User Group leader / Product Roadmap Management • Performance Management • Process Management • 3rd Party Software Evaluations
- 13. ▫“We had no formal requirements and the communication throughout the project was poor” 2 3 4 Stakeholder Management / Communication 7 Meeting Leader / Facilitator 7 5 Scope of Work / Project Charter 5 Screen Mock-ups / User Experience Design 5 1Requirements / Elicitation 29 Most Valued BA Task or Deliverable…
- 15. 18 THE ORGANIZATIONAL PAYBACK • Project Managers – are not bogged down in deliverable content • Can focus on project plans & deliverable timeframes • Can ensure appropriate communication to all levels • Can work multiple projects / deployments
- 16. 19 THE ORGANIZATIONAL PAYBACK • IT Team – Has the administrative details performed by the BA • Can focus on design, coding and testing to exact specifications • Can stop taking Level One support calls from the customers
- 17. 20 THE ORGANIZATIONAL PAYBACK • Account Managers – Are not pulled into day-to-day meetings and spending time handling customer escalations • Can be working the account profitability numbers • Can be upselling to the customer • Can be calling on new customers
- 18. 21 THE SALARY NUMBERS Role Toronto, ON Buffalo, NY Harrisburg, PA New York, NY Boston, MA Project Manager III $ 79,000 $ 80,000 $ 87,000 $ 128,000 $ 118,000 Senior Account Manager * $ 63,000 $ 83,000 $ 91,000 $ 132,000 $ 122,000 IT Lead III $79,000 $ 83,000 $ 91,000 $ 133,000 $122,000 Source Indeed.com and Payscale.com * Does not include sales commission % BA III $ 63,000 $ 65,000 $ 71,000 $ 103,000 $ 95,000
- 19. 22 THE SALARY VARIANCE Role Average Salary % Increase of BA Salary Project Manager III $ 98,400 + 19.3 % Senior Account Manager $ 98,200 + 19.1 % IT Lead III $ 101,600 + 21.9 % BA III $ 79,400 --------
- 20. 23 THE PROJECT NUMBERS – WITH THE BA Role Avg % of Time on Project Hours of XYZ Project Salary Cost on XYZ Project Project Manager III 50% 1040 $ 49,200 Senior Account Manager 10% 208 $ 9,820 IT Lead III 30% 624 $ 30,480 BA III 100% 2080 $ 79,400 TOTAL 3952 $ 168,900
- 21. 24 THE PROJECT NUMBERS – WITHOUT THE BA Role Avg % of Time on Project Hours of XYZ Project Salary Cost on XYZ Project Project Manager III 95% 1976 $ 93,480 Senior Account Manager 35% 728 $ 34,370 IT Lead III 75% 1560 $ 76,200 BA III 0% 0 $ 0 TOTAL 3952 $ 204,050 Increase of $35,150
- 22. 25 INTANGIBLE COSTS Intangibles Costs ? Negative Market Exposure $$$ Customer Confidence $$$ Performance Issues $$ Re-Work $$ Customer Expectations $ Communication $
- 23. 26 INTERNAL STAFF IMPACT – MORALE ISSUES Project Manager responsibilities Development Team Leads and Developer responsibilities Account Manager responsibilities
- 25. ▫“We had no formal requirements and the communication throughout the project was poor” 2 3 4 Detail Oriented 9 Engaged / Passionate / Tenacious 9 5 Organized 8 Knowledgeable / Smart 6 1Thorough / Diligent 11 6Attentive / Good Listener 5 Your Favorite BAs are…
- 26. 30 FROM THE HORSE’S MOUTH… What do the people say…
- 27. 31 CUSTOMERS WERE ASKED: • What are the most beneficial contributions you’ve seen from the BA role? • Survey says….. • “The BA was closely integrated with the Development team to create meaningful requirements” • “The BA helped provide us well-tested applications that met the customer needs the FIRST time” • “The BA provided us assurance that the solution was performing to the agreed upon specifications”
- 28. 32 CUSTOMERS WERE ASKED: • What are the highlights from a project with the BA role? • Survey says….. • “Our project came in ahead of schedule and under budget” • “The BA was used throughout our project to ensure the customer needs were met” • “Because of our successful use of the BA, we have secured additional business with that customer”
- 29. 33 CUSTOMERS WERE ASKED: • What are the low points from a project without the BA role? • Survey says….. • “We had no formal requirements and the communication throughout the project was poor” • “We did not have anything from the project documented and had no historical references available” • “The continual ‘he said – she said’ causes continued stress among the customer and support teams”
- 30. 34 CUSTOMERS WERE ASKED: • What is the key item you would share with another company considering employing a BA for their work? • Survey says….. • “The additional time and cost up front provided significant savings on the backend by reducing rework” • “The reduced stress on individual team members made for far fewer escalations during the project” • “Greater assurance that projects were built to specification and reduced risk of federal non-compliance issues”
- 32. ▫“We had no formal requirements and the communication throughout the project was poor” 2 3 4 Owl 17 Golden Retriever / Bulldog / Bloodhound 13 5 Horse 7 Heron / Stork 7 1Eagle / Hawk 23 Bird or Animal Favorite BA Resembles…
- 33. 38 FINAL WORD – ON THE BA • Provide for more concise deliverables • Improves communication across the work groups • Allows entire team to work more effectively • Long term customer satisfaction • Contract renewals • Corporate growth • Unbridled bliss for all ! ! ! ! !
- 34. 39 LEARNING POINTS - CHECK Understand the day-one benefits to be achieved from utilizing the BA Learn what the BA does and what operational significance this provides Discover the tangible payback to your organization
- 35. THE END Curt Mills Momentum, Inc. cmills@m-inc.com @CurtMBlue www.m-inc.com THANK YOU FOR YOUR TIME
Editor's Notes
- - “STOP all work on the project Curt, we’re being sued for breach of contract!” Not the words I wanted to hear after all of my efforts on this project for the better part of the last year, but that was my current reality. Our company had won a contract to implement 75 new telecom customers on our Carrier Access Billing solution; more than doubling our customer base on that platform. Unfortunately for us, despite the magnitude of the changes, we never had formal requirements. The “requirements” we did have consisted of a collection of VERY high-level single-sentence statements, with plenty of room for interpretation – and those changed on a weekly basis! “Implement volume discounting; perform time-of-day rating in the state of NY; compute late payment charges….” The promised 4-month implementation became 6 months, then 8 months. The customer was not happy to say the least, our executive team was impatient and unimpressed and the working conditions for me – less than ideal. At 10 months in, the account manager announced to me that morning that we were being sued for not delivering what we had promised and when we had promised it. We didn’t have a leg to stand on, we had nothing in writing and had never required customer sign-offs on any of the development plans. Our small company, I suspect like many companies, prided itself on running things “lean and mean”. This time though, in addition to the undisclosed amount of the lawsuit itself, we lost $100Ks of new business and easily millions of dollars in long term future revenue, not to mention the black eye we took in the market place. At that time, our project life cycle went customer-to-sales-to-developer. No formal requirements, no test plans, no stakeholder communication, no formal ANYTHING – and obviously no Business Analyst! - I’m Curt Mills with Momentum, Inc. based in Camp Hill, PA, near Harrisburg, currently providing management consulting services in the realm of business analysis.
- - “STOP all work on the project Curt, we’re being sued for breach of contract!” Not the words I wanted to hear after all of my efforts on this project for the better part of the last year, but that was my current reality. Our company had won a contract to implement 75 new telecom customers on our Carrier Access Billing solution; more than doubling our customer base on that platform. Unfortunately for us, despite the magnitude of the changes, we never had formal requirements. The “requirements” we did have consisted of a collection of VERY high-level single-sentence statements, with plenty of room for interpretation – and those changed on a weekly basis! “Implement volume discounting; perform time-of-day rating in the state of NY; compute late payment charges….” The promised 4-month implementation became 6 months, then 8 months. The customer was not happy to say the least, our executive team was impatient and unimpressed and the working conditions for me – less than ideal. At 10 months in, the account manager announced to me that morning that we were being sued for not delivering what we had promised and when we had promised it. We didn’t have a leg to stand on, we had nothing in writing and had never required customer sign-offs on any of the development plans. Our small company, I suspect like many companies, prided itself on running things “lean and mean”. This time though, in addition to the undisclosed amount of the lawsuit itself, we lost $100Ks of new business and easily millions of dollars in long term future revenue, not to mention the black eye we took in the market place. At that time, our project life cycle went customer-to-sales-to-developer. No formal requirements, no test plans, no stakeholder communication, no formal ANYTHING – and obviously no Business Analyst! - I’m Curt Mills with Momentum Consulting based in Harrisburg, PA, currently providing consulting services in the realm of business analysis.
- We surveyed 100 business professionals, the top 5 answers are on the board. “Describe your worst project experience in five words or less.”
- Lack of Project Scope/Direction/Ownership Poor Communication Poor (or No) Requirements No Defined Success Measures Client Died
- We surveyed 100 business professionals, the top 5 answers are on the board. “Describe your worst project experience in five words or less.”
- What does life look like without the Business Analyst??? 1a - The PM is holding everyone to the deliverables, but the deliverables are not meeting the customer needs. 1b - The Account Manager is responsive to the customer’s needs, but frankly doesn’t know the difference between a Use Case and a case of beer. 2a - The customer is increasingly frustrated, and even though the vendor is attentive; their project never seems to make any real progress. 3a - Who can bridge the gap from business-speak to IT and back again? //Say some high-tech sounding thing and a business-y sounding thing// “Census X-11 resembles our standard decomposition model because it uses the same variables trend, seasonality, cyclicality and irregularity as our forecast inputs.” “Native execution is based on direct virtualization of the underlying raw hardware, thus it provides multiple "instances" of the same architecture a real machine is based on, capable of running complete operating systems”. 3b - Who can help the PM ensure that the deliverables do meet the customer’s true needs? 4a - Who can triage problems and reduce the escalations to the Account Managers and Executive teams? Enter the BA…..
- BA often times is a systems analyst, product manager, business architect, process analyst and has the business relationships with and understanding of both the business needs of the customer and capabilities of the offered solutions. The BA has conducted user interviews, developed requirements and worked projects through testing and implementation. She can convert the customer challenges and desires for a solution to tangible instructions for the solutions team. He can differentiate needs vs. wants. Works closely with… // potential David V story in here.
- In the important area of “post-implementation” that’s all too often forgotten or eliminated: - When you’re sales team has already started pursuing the “next big thing”; - When you’re business owners have begun looking for the next problem to solve or project to implement; - When you’re IT gurus have slipped back into support mode; - WHO’S LEFT to: -- Conduct research and data analysis on the ROI numbers --- the mgmt team might like to know if that project you spent $ half-million on last quarter is increasing the transaction throughput and lowering your costs -- Working with the PM to gather “20/20 Review” data -- Coordinate Customer Satisfaction surveys --- you’ve doubled your software releases the past two years, but is that quantity of change really translating into an improved quality experience for your customers? -- Take ownership of project document archival responsibilities // story of SharePoint, and document types storage -- Develop post-production performance metrics -- Bring the project to a tidy and organized conclusion. ---…THE Business Analyst.
- Sure Curt, I hear about these benefits, but what does the Business Analyst REALLY DO ?!?!?! - Identify Stakeholders – you don’t want to discover halfway through the project that a key stakeholder was missed and vital requirements for the project success had not been considered for the solution. RACI – responsible / accountable / consulted / informed. Basis for team and project communication , understand and agree on who is delivering what. Who needs to be kept in the loop and who are the proper decision makers when issues of scope and budget need to be addresses and approved. // story of BA, PM or another project lead double-dipping on work because it wasn’t clear who was doing what. - Reqmt Gathering – What are the business goals & objectives, what are the business requirements to meet those objectives, and what are the detailed system requirements needed to build the solution to meet those business requirements. - As-Is / To-Be – sure, you and your immediate team know “as-is”, heck, you do it every day. But just maybe the line managers or execs don’t know what the current solution (or lack thereof) does or doesn’t do. Maybe the project or program is an easier sell if the key decision-makers are made aware of a product’s shortcomings that were not apparent to them in the past. The to-be process can be a compilation of rational desired functionality or project outcome with a sprinkling of wish-list requests that can be vetted and prioritized during scoping discussions. Gap Analysis – is To-Be minus As-Is, and is the formal or informal starting point for requirement prioritization and the BA can help with making recommendations for the solution. Solutions Approach – will help determine existing or new capabilities required to develop the solution. // current CE story of how the BA might be the combination of “functional product exposure” without the “historical biases” to contribute on the design teams for new projects Test Mgmt Plans – the who, what types of testing, where, when, why and how will the tests be performed. // expound on test types – unit, regression, performance, stress, system, User Acceptance - Use Cases – a breakdown at the functional level outlining work steps to be performed.
- - User manuals – maybe you have dedicated technical writers, great. But it would be most beneficial to have the BA, someone with intimate knowledge of the business needs, the solution and the user community to provide input and direction as to what the user manual, system guide, procedures need to look like and how to best communicate these instructions to the end user. - Test scripts – what is being tested, what do the results look like, are there system performance standards that need to be met, are you subject to SLA penalties if too many defects make it to production, is there a historical test bed that can be maintained to improve efficiency on testing future projects? - Chg Mgmt - change is inevitable; stakeholders, project scope, requirements, solution. The BA will need to document and effectively communicate all change to everyone on a continual basis. Anything in particular adding cost, risk, timeline expansion will need to be shared with the exec team and primary stakeholders ASAP. - Problem Mgmt – issues, conflicts, concerns that occur during business analysis activities. BA works to identify and track these to resolution. Curt is passionate about stuff actually getting resolved and not swept under the rug! Pay me now or pay me later, the BA can work across teams to bring a successful resolution to problems AND keep the customer informed and engaged along the way. - UA Test plans – nuff said. - UAT Coordination – her job to make certain the right people are testing the right things and that any issues are being reported, tracked and resolved in a timely manner. Post-Imp – mentioned also in Benefits slide 6.
- User group – do you have a product or product(s) to sell, are you concerned about your user community having input into the product features? The BA with the product & project experience, with the likely customer relationships and organizational skills is a natural fit to liaison between your end users and the product & development teams. Perf mgmt – In a former company, we had substantial penalties ($10K to $100Ks) to ensure timely--- file transmissions, data processing, payment processing and procedural error rates. Part of my job to minimize penalty payouts. Anyone have tough Service Level Agreements? BIG financial penalties for performance lapses? With your BA experience working with all customer & internal teams, who better than to lead in development of your KPIs, Critical Success Factors and performance scorecards; and going forward, even helping with the monitoring to ensure compliance. Process mgmt – As a primary user of your project templates, who better gatekeeper for your corporate methodologies. The BA can develop standards for updating and distribution of corporate materials. 3rd party – Your company has budgeted $5M for a trouble-ticket system upgrade. Someone needs to formalize the product requirements, the vendor evaluation criteria, etc, and know who in your organization should be involved to assist in these efforts. The BA is a logical choice to spearhead these efforts.
- We surveyed 100 business professionals, the top 5 answers are on the board. “Name your most valued BA task or deliverable”.
- Requirements/Elicitation Stakeholder Management/Communication Meeting Leader/Facilitator Scope of Work/Project Charter Screen Mock-ups/User Experience Design
- We surveyed 100 business professionals, the top 5 answers are on the board. “Name your most valued BA task or deliverable”.
- - Sure Curt, the BA is the greatest thing since sliced bread, they can perform a plethora of valuable business services to better my company and our customers……but I need more. What else ya got!
- Sure, anyone can do this business analysis stuff right????? How about your PM? 1 – PM can focus efforts on ALL teams and ALL deliverables to make certain work is flowing between groups and when it needs to. 2 – With the overall project plan under control, the PM can accurately and effectively convey status updates to the executive teams, interdepartment groups, customer support teams. 3 – The PM can focus on what they do best and ideally, work multiple projects, multiple deployments and multiple initiatives.
- Developers can do what developers like doing; taking a well defined set of instructions, then designing and building a solution to best meet the customers needs for the current project while positioning the solution for additional long term capabilities. The Dev team can defer Tier 1 calls to the BA regarding application functionality, general questions, etc. I love developers (programmers as we called them in the old days), I was a programmer for many years and we all have a variety of skillsets. But I suspect there’s that developer in every organization that you don’t want talking to the customer. Maybe he only speaks in 0s and 1s, maybe she drops “database normalization” too many times in a conversation and just leaves your customers in a state of bewilderment. I once had a developer tell a customer on a CODE-RED conference call he couldn’t take care of their emergency production issue because he was late for bowling. Let your BAs handle these basic calls if it makes sense; save your IT people for the heavy lifting.
- Read as-is. The company AND the account exec want to be focused on bringing in more money and more business.
- These salary numbers were derived from Indeed.com and Payscale.com. Obviously from several cities in the northeast. Senior or Level 3 resource roles were used in all cases for comparison purposes. The BA role (unfortunately for many of us) is typically lower on the payscale than team members often called upon to perform traditional business analysis functions. < read off some numbers > The next few slides are meant to highlight specifically the cost savings in just terms of salary, by allowing team members to work in the roles they are hired for and best equipped to perform.
- - Read off average salary numbers and percentage above BA salary. - Maybe, just maybe….. The BAs are going to be in line for a BIG raise when the boss sees these numbers and the value they provide the organization!
- - This slide is intended to show estimated costs for a project assuming the following: - Full-time BA, 40 hour work weeks, 12 month project, with the BA performing all of the tasks we had discussed. - Your PM is splitting his time 50/50 between two projects. - Your IT Lead is doing some coding and performing oversight of multiple developers on multiple projects. We’ll say she’s spending about a third of her time on this project we’ll call the XYZ PROJECT. - Your acct manager is wearing the “sales hat” most times, handling contract stuff and checking in on the project and attending a few meetings now and then. - Your approximate costs in just salary tied to that project is around $168K.
- - NOW, for this project shall we say, you’ve opted not to use a BA, or maybe you never use one. - For the sake of discussion, we’ll say you generally believe in business analysis concepts, but you try to cover those tasks with existing roles. - Your PM spends far more time on the project, stuck in meetings to help decipher requirements and understand customer intent, creating test plans, and coordinating testing with the user community. - Your IT Dev lead spends more of their time trying to understand “business speak” and working up their own prototypes, use cases and user stories. She’s spending 75% of her time on this project. - Forget about anyone getting around to the To-Be process flows, user guides, and post-production performance research & metrics. We’ll get those “unimportant” tasks later…….OR NEVER! In addition to your staff covering most of the BA tasks, but not necessarily doing all of them well, other problems arise. So now your acct manager is spending a third of their time on the project because their phone is ringing off the hook from customer escalations, they’re sitting in project team meetings so they can report first-hand back to the customers and when they’re not doing that, they’re trying to explain to the CEO and CFO how the project got derailed. The salary cost projections alone are now costing over $200K, or an increase of 21% at over $35,000! And that’s just the real money…..what about the intangibles.
- - Maybe you think this BA “stuff” is overrated, that you don’t even neeeeed a BA…….: 1 - How’s your inter-team communication going, who is making sure everyone understands the business needs and the IT solution? 2 - How’s your solution doing at meeting the customer’s needs? 3 - How much time are you spending doing design re-work (REDO – 4-letter word to Curt), development re-work, having 15 people sitting in extra meetings because your solution didn’t meet the customer’s needs the first time, or the second, or the FIFTH time!?!?! 4 - What type of service level agreement or performance penalties are you facing because of the delays? Maybe it’s not costing you anything, but are you losing out on government funding or grant money because of procedural failures and underperforming to your contract? 5 - What are these performance issues costing you in terms of customer confidence and future business with them? Think they’re going to be calling you to over commit and under deliver on the next project !?!?! 6 - If you’re in an industry where trade and business associations are prevalent, you know your customers are talking with their competitors at the industry shows and seminars……Like This One ;-) You know they are going to ask what they think of THEIR service provider and folks just love sharing horror stories about underperforming providers. You paid the plumber $500, you’re pipes are leaking a week later AND he tracked mud all over your new carpet! You dropped $1000 to have your family reunion catered, the food was cold and you had to face the wrath of Aunt Betty. - Sound familiar, anyone like calling their buddy to tell them how they were really “raked over the coals” by their vendor and you are just calling to warn them to never do business with them !?!?!?!?
- - You think your PM really wants to be translating business needs into detailed requirements and creating test scripts?? Heck No. - Does your development team really want to be bogged down in understanding the minutiae of the customer’s business and writing meticulous use cases?!?! They do NOT want to be doing that and won’t be happy doing it. I was a developer for 12 years, I DIDN’T LIKE doing the “business” work. - We know the account managers and account reps don’t want to be in the muck-and-mire of the day-to-day business. -- They don’t want to hear from irate customers talking about how they are disappointed in your company. -- They don’t want to sit in meetings for hours, down in the bug dust that those dang PMs & BAs just love… -- They want to be upselling other products to that customer, or finding new customers, and working toward that sales bonus cruise to the Caribbean ! ! ! !
- We surveyed 100 business professionals, the top 6 answers are on the board. “Describe your favorite Business Analyst in one word”
- Thorough/Diligent Detail Oriented Engaged/Passionate/Tenacious Organized Knowledgeable/Smart Attentive/Good Listener
- We surveyed 100 business professionals, the top 6 answers are on the board. “Describe your favorite Business Analyst in one word”
- We went straight to our customers and asked for their view of having a Business Analyst on the team.
- We asked customers that had either begun using the BA role in recent times, or only used a BA some of the time and had direct experience of life both with and without a BA on the team. Here were their responses:
- We asked customers that had either begun using the BA role in recent times, or only used a BA some of the time and had direct experience of life both with and without a BA on the team. Here were their responses:
- We asked customers that had either begun using the BA role in recent times, or only used a BA some of the time and had direct experience of life both with and without a BA on the team. Here were their responses:
- We asked customers that had either begun using the BA role in recent times, or only used a BA some of the time and had direct experience of life both with and without a BA on the team. Here were their responses:
- Eagle/Hawk Owl Golden Retriever/Bulldog/Bloodhound Horse Heron/Stork
- We surveyed 100 business professionals, the top 5 answers are on the board. “Name the bird or animal your favorite BA most likely resembles….from a “work” standpoint.”
- / / Time pending, consider audience members sharing personal story of BA use/non-use. // End with success story if appropriate. - Read all as-is ……if you can think you can handle the success…..hire a BA! The End.
- - Communication, employing SDLC methodologies, aligning deliverables with customer true needs, documentation, customer satisfaction surveys. A lot of those customer service critical tasks that you just never seem to have the time to get to. - Requirements, Use Cases, Test Scripts, Change Management, gap analysis, prototyping, user manuals…..it’s like having Superman and Wonder Woman on your very own team! - Cost benefits of aligning resources with their true intended work functions, letting your other team members focus on the work they do best, reducing penalties and risks, improving both employee job satisfaction and increasing customer stickiness and satisfaction through the use of the BA performing those business analysis concepts