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2014-08BridgeDo BAs really need different skill sets based on which approach or methodology their project is using? This question has been floating around my mind for at least a year now. So, I will pose it to you–what do you think?

PMs and BAs who have been in the industry for 5+ years have probably experienced multiple shifts in the way they are supposed to manage projects and their requirements. With every new project, every new tech director, every new CoE leader, every new CIO and CEO–comes new ideas, new tools, and new priorities for project analysis, delivery, financing, etc.

Flexibility and adaptability are key traits for great BAs. We need to ride the ebb and flow of management, trends, and politics. But even if the templates and tools change or if you move from waterfall to agile and back again–does your mindset really change? Do your techniques and competencies need to shift with your ever-changing environment?

Many BAs struggle with the perceived conflict between approaches and methodologies, but don’t solid BA basics bridge the gap?

How do you bridge the gap? What skills and competencies transfer from waterfall to Agile? Does Agile facilitation look the same as a Waterfall facilitation? Do core elicitation techniques change in Agile projects? Would agile collaboration techniques benefit waterfall projects? What skills do you rely on for hybrid projects that don’t really use a specific methodology?

No matter what the approach or methodology (waterfall or agile or something between) projects need requirements and BA functions remain constant. We collaborate, facilitate, and dig into the true business need and value at hand–it’s just the timing and governance practices that change.

What do you think? Can BAs develop a skillset that works in all project environments?