On Being A Generalist (BA)

A colleague and friend of mine (Anupam) posted an opinion on the virtues of being a generalist Business Analyst (BA) vs being a specialist BA. He seems to be leaning toward saying specialists have an easier life and that being a specialist overall is better.

As a generalist (and coincidentally a BA) myself, I feel compelled to offer a counterpoint! :) Enough to bring me out of my blogging semi-retirement. (Well, more like laziness induced inertia)

First, check out his post here: http://www.upmaan.com/2010/06/15/are-you-a-generalist-business-analyst/ For those too lazy/ unable to do so, rather than quoting him wholesale here, I'll attempt to summarize each of his points and rebut:

Points 1, 2, 3, 4 -> Anupam argues that:

1) Without domain knowledge, a BA cannot speak the business' language and cannot value add to their analysis, thereby becoming a communication barrier rather than a bridge between tech/ business teams.

2) Business wont accept you because they don't see expertise

3) The tech team might shun you because you can't take tech queries either!

4) Every time you start on a new project, you start as a fresher

My rebuttal: An overriding assumption behind these seems to be that the generalist BA cannot "ramp up" their knowledge of a domain quickly enough, and that having to do so is... not enjoyable.

Personally, I find it to be one of the most exciting things about being a generalist (BA or otherwise)! I can't say I'm always a 100% successful at it, but that is what it means to be a generalist. If one is a financial domain BA and is put tomorrow on (say) a supply chain or (for all I care) electrical fittings design project, the fundamentals of the discipline of analysis and communication and requirement management remain (and are applicable) just the same. If you are deployed within the financial domain you maintain a bigger advantage, in that some basic concepts are universal and you can put them to use.

On commanding respect from the tech/ business teams - I think we have to recognize that when in generalist mode, our USP is NOT domain knowledge... but the knowledge we have of requirements management best practices, and the process of requirement translation to a good system/ solution. A little humility, and a lot of self-confidence will go a long way in seeing us through.

Also, I find a lot of BAs reluctant if not scornful about knowing the tech innards of the system they work on. Often, "I don't understand/ haven't written a line of code in my life" is touted as a badge of honor (I'm guilty of this myself!). Well, as BA you are as much in the technology domain as in the business domain... why not learn a bit of it too?

Point 5 -> Anupam argues that as a generalist, the BA is less 'saleable' - customers always want experts.

My rebuttal: This one is bang on. I simply cannot argue that generalists are hard(er) to sell. This is however balanced by the fact that generalists are more "deployable" and wont have to wait around for projects to show up, because they aren't limited to a specific domain.

Again, it is a question of how generalists get sold - there is an argument to be made for a generalist bringing a wealth of varied cross-domain experience to a project... and thereby avoiding the sometimes very limited opinions and viewpoints that exist in each domain/ solution space.

Point 6 -> Anupam feels that a generalist BA's tasks are vague, deliverables fuzzy, and effort estimation near impossible!

My rebuttal: First of all, I think this has nothing to do with a generalist, and goes wiht the territory of the BA role, whether you are a generalist or a specialist.

That said, BAs are supposed to be self starters. We are supposed to thrive on uncertainty and in fact lead people out of that uncertainty by lighting a path. The ambiguities and uncertainties you highlight are very true, but can be tackled. Heck, that's what we get paid for! :)

Point 7 -> Anupam feels as a generalist BA you end up being a facilitator, and there is no growth opportunity - no moving up a ladder.

My rebuttal: I disagree. I think we should revel in being facilitators, not shy away from it! It is the crux of our role in the bigger picture.

Also, I think there is a ladder to be climbed, but it is not a conventional ladder where your role changes. I think the ladder is one of increasing complexity/ challenge/ impact of the projects you handle !

"Delivery is glory" goes a slightly dated dictum within our organization, and I think it is true, and that more and more complex deliveries require BAs that are more and more skilled/ experienced.

I think one of the biggest skills required for being a good BA, which doesn't get mentioned too often (or sold) is wisdom. It is good to be an expert at a domain/ technology, it is good to know project management principles, but above all else, as a facilitator between functions, a BA has to be wise.

What's more, wisdom cannot be measured, and only comes with experience. The more varied the experience, the wiser you can become... I actually feel this is one parameter where a generalist will beat a specialist any time!