If you want to create a lively debate amongst business analysts, ask the question: “How much domain knowledge should a BA have?” You’ll likely get a wide variety of responses, with practitioners arguing passionately that BAs should (or shouldn’t) have a depth of subject matter expertise.  

It’s not just individual BAs that hold differing opinions on this topic, employing organisations do too. Some business analyst job adverts are clearly looking for BAs with a professional business analysis skillset and the ability to apply it in differing contexts. At the same time, other job ads require such specific domain and application knowledge, it’s hard to imagine how anyone outside the organisation could ever apply!

While it is undoubtedly important for a BA to have enough domain knowledge, and the curiosity to gain more as they need it, it’s important to acknowledge the distinction between the roles of BA and Subject Matter Expert (SME).

What is an SME anyway?

A Subject Matter Expert is expected to possess in-depth knowledge of a particular area. The SME might have an operational role, understanding the specific details of how existing processes work, or they might have expertise in areas such as legal, compliance, marketing and so on. Of course, knowledge is never static, so a key part of the SME role is to stay up-to-date.  

SMEs are often responsible for providing the knowledge and expertise underpinning a project, and have the authority to make decisions. A financial compliance Subject Matter Expert might inform the business analyst of a regulation specifying that certain information must be provided to customers in a ‘durable medium’, which is why it is currently sent out in the post. The BA might test this assumption and ask whether electronic formats such as PDF would meet this regulation. The SME would typically clarify matters and make the final decision. The BA would then assess the impact of that decision on people, processes, information and technology.

Sometimes, a BA might find themselves building up increasing subject matter knowledge to plug a gap in the SME landscape. This can become even more dangerous when the BA ends up delving so deep into a particular domain that their analysis skills become rusty. If a BA no longer needs to elicit information (as they are effectively the SME) and if they no longer need to work with others to analyse requirements (as they both conceive the requirements and write them directly), then there’s the danger of becoming ‘siloed’. It is hard to challenge assumptions when they are your own!

Not only this, a business analyst is unlikely to have the breadth and depth of knowledge a genuine SME has. This can lead to situations where a practitioner becomes an expert in a very specific type of project, but might be completely ineffective if they move elsewhere. This approach can be extremely career limiting.

Hiring Professional Business Analysts is Crucial

Trained BAs recognise the value SMEs bring to projects and highlight when an expert voice is missing from a project. However, for change to be successful, it’s important that organisations focus on hiring or nurturing professional BAs. Business analysts typically have broad, general, business knowledge and the curiosity to learn more. They aim to gain just enough knowledge in the relevant areas to engage credibly with stakeholders. After all, they don’t have to be experts (that is what the SMEs are for).

Additionally, they have knowledge and experience of a range of business analysis tools and techniques, which can be deployed in a range of different contexts, depending on the organisational and project need. They aren’t ‘stuck’ working on a particular type of project, they can flex and adapt to any context.

The BA Diploma: a Passport to Practise

One way of recognising professional BAs is to look at the experience they have, the types of training they have attended, and the certifications they have attained. The BCS International Diploma in Business Analysis is a well-established standard, described as a ‘passport to practise’. Business analysts with the BA Diploma are likely to be of interest to BA leaders looking to grow a business analysis team internally as it shows they have made a deliberate choice to study towards a recognised certification and will have knowledge of a wide range of BA techniques.  

Whatever approach to training and certification a team settles on, it’s crucial to be continually vigilant of the temptation to be drawn too far into subject matter expertise. Remaining curious and gaining just enough knowledge is key.