The BA’s role is to analyze and evaluate requirements objectively, not just to document or dismiss them. The correct approach involves using analytical skills to investigate the claim, gather evidence (e.g., how many users would benefit, what value it creates, what it would displace), and involve the right people in a structured evaluation. This turns a subjective opinion into an informed business decision based on analysis.

The goal of ‘as-is’ analysis is to understand reality, not theory. Discrepancies between documentation and practice are critical findings. They often reveal inefficiencies, problems, or unstated requirements. Modeling the real process and probing the reasons for variations provides genuine insight for improvement, which is the core purpose of business analysis.

For an external supplier, requirements must be clear, precise, and verifiable. They should state what is needed and why (the business need), not prescribe the technical ‘how,’ which is the supplier’s domain. Testable and unambiguous requirements form the basis of a solid contract and acceptance criteria, minimizing disputes over delivery.

Effective facilitation is key. While respecting the stakeholder, the BA must manage the session to achieve its objectives. A gentle but direct intervention that references the agreed purpose (agenda) and uses a focused question is a professional way to regain control without causing offence. This balances rapport with productivity.

In Agile, prioritisation is primarily the product owner’s role, but it is a collaborative activity informed by the team’s input. The BA acts as a facilitator and analyst in this process. Organising a refinement session helps clarify items, gather estimates, and discuss value/risk, enabling the product owner to make an informed prioritisation decision with team buy-in.

While traceability and documentation standards are important, active validation through techniques like walkthroughs and workshops is superior for uncovering issues. Discussing requirements with the people who will build and test them, using examples, forces clarity, challenges assumptions, and reveals ambiguities or gaps that static reviews miss.

Post-deployment, all changes should be managed through a formal change control process to assess impact, cost, priority, and avoid uncontrolled ‘scope creep.’ Even small changes can have unintended consequences. Logging it ensures it is evaluated, approved if necessary, and implemented in a managed way, maintaining integrity of the solution and project records.

An evaluation matrix (or decision matrix) is a core business analysis technique for objective option evaluation. It makes the decision criteria explicit, allows for comparative scoring, and provides a transparent, auditable rationale for the chosen solution. This is far more robust and professional than persuasion, popularity, or prohibitively expensive prototyping of all options.

The ‘Five Whys’ technique is excellent for moving from symptoms (a desired feature) to root causes (the business problem or opportunity). By repeatedly asking ‘why,’ the BA can help stakeholders discover the fundamental need. This ensures the solution addresses the real problem and is not constrained by an initial, possibly sub-optimal, idea for a specific feature.

The BA’s role is to analyze and evaluate requirements objectively, not just to document or dismiss them. The correct approach involves using analytical skills to investigate the claim, gather evidence (e.g., how many users would benefit, what value it creates, what it would displace), and involve the right people in a structured evaluation. This turns a subjective opinion into an informed business decision based on analysis.0