This Guide is a Controversial subject today on whether company analysts create excellent management consultants. It can be considered controversial since there does not exist a perfect reply to the question.
How do business analysts and management consultants differ?
While there is no Perfect definition of a difference between the two functions, it is necessary for us to understand that jobs and roles do not necessarily operate by definitions. Both, company analysts and management consultants work towards solving a business problem for your customer with a particular aim in mind.
Personally I do not Believe there’s a clear distinction between the two roles. As a consultant I have previously performed requirement planning, collecting and documentation but also have worked on project management, change management, stake holder meetings beyond requirements gathering, building resources, performing GAP analysis etc.. In essence, I would be placed anywhere between a business analyst or a project manager icon
Do Business analysts make excellent management consultants?
In the strict context Of a function definition, a BA deals more often with IT in 1 way or another. Consultants on the other hands, I believe could potentially be in a non IT related area of consulting also. This however disputable could potentially be regarded as an area of difference between the two roles.
Again before we jump To fire the gun, I want to note that this is not necessarily the case. I am aware that my consulting expertise involves solving customer issues by means of technologies and IT. In accordance with cbap training handbook, expertise in these areas would not be considered for CBAP experience standards.
– Creating Project Plans and Identifying project risks, Weekly project status reporting, leading design workshops, creating project charter or system structure, testing implementation etc..
Personally, I think that sucks. I believe learning beyond the function is an wonderful tool for career achievement. However, I guess CBAP excludes these work experience for a reason justified from their conclusion. One significant reason might be to distinguish the CBAP certificate from PMP certification or some other certifications.
Fortunately, industry And firms are constantly looking out for men and women who are able to extend beyond their function. All of us know in life the functions of business analysts or consultants are not restrictive. At least I have not seen a company that would say NO when a BA wishes to take more job management responsibility
So do business Analysts make excellent management consultants then?
In certain locations, BA’s may want to extend beyond their function to support regions not covered under the scope of business analysts like business processes or project management, change management etc.. But I feel that is the trick for a terrific consultant. So while from a pure Context perspective BA’s and Consultants may disagree, I believe in reality we are the exact same in plenty of areas sharing our duties. While management advisers could range from strategy, process, operations or other practical regions of consulting, business analysts might be restricting their region of ability should they would like to strictly proceed per the handbook guidelines.