business analyst problem solving examples

The 5 Steps in Problem Analysis

One technique that is extremely useful to gain a better understanding of the problems before determining a solution is problem analysis .

Problem analysis is the process of understanding real-world problems and user’s needs and proposing solutions to meet those needs. The goal of problem analysis is to gain a better understanding of the problem being solved before developing a solution.

There are five useful steps that can be taken to gain a better understanding of the problem before developing a solution.

• Gain agreement on the problem definition
• Understand the root-causes – the problem behind the problem
• Identify the stakeholders and the users
• Define the solution boundary
• Identify the constraints to be imposed on the solution

Table of Contents

Gain agreement on the problem definition.

The first step is to gain agreement on the definition of the problem to be solved. One of the simplest ways to gain agreement is to simply write the problem down and see whether everyone agrees.

Business Problem Statement Template

A helpful and standardised format to write the problem definition is as follows:

• The problem of – Describe the problem
• Affects – Identify stakeholders affected by the problem
• The results of which – Describe the impact of this problem on stakeholders and business activity
• Benefits of – Indicate the proposed solution and list a few key benefits

Example Business Problem Statement

There are many problems statement examples that can be found in different business domains and during the discovery when the business analyst is conducting analysis. An example business problem statement is as follows:

The problem of  having to manually maintain an accurate single source of truth for finance product data across the business, affects the finance department. The results of which has the impact of not having to have duplicate data, having to do workarounds and difficulty of maintaining finance product data across the business and key channels. A successful solution would  have the benefit of providing a single source of truth for finance product data that can be used across the business and channels and provide an audit trail of changes, stewardship and maintain data standards and best practices.

Understand the Root Causes Problem Behind the Problem

You can use a variety of techniques to gain an understanding of the real problem and its real causes. One such popular technique is root cause analysis, which is a systematic way of uncovering the root or underlying cause of an identified problem or a symptom of a problem.

Root cause analysis helps prevents the development of solutions that are focussed on symptoms alone .

To help identify the root cause, or the problem behind the problem, ask the people directly involved.

The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question “Why?” . Each answer forms the basis of the next question. The “five” in the name derives from an anecdotal observation on the number of iterations needed to resolve the problem .

Identify the Stakeholders and the Users

Effectively solving any complex problem typically involves satisfying the needs of a diverse group of stakeholders. Stakeholders typically have varying perspectives on the problem and various needs that must be addressed by the solution. So, involving stakeholders will help you to determine the root causes to problems.

Define the Solution Boundary

Once the problem statement is agreed to and the users and stakeholders are identified, we can turn our attention of defining a solution that can be deployed to address the problem.

Identify the Constraints  Imposed on Solution

We must consider the constraints that will be imposed on the solution. Each constraint has the potential to severely restrict our ability to deliver a solution as we envision it.

Some example solution constraints and considerations could be:-

• Economic – what financial or budgetary constraints are applicable?
• Environmental – are there environmental or regulatory constraints?
• Technical  – are we restricted in our choice of technologies?
• Political – are there internal or external political issues that affect potential solutions?

Conclusion – Problem Analysis

Try the five useful steps for problem solving when your next trying to gain a better understanding of the problem domain on your business analysis project or need to do problem analysis in software engineering.

The problem statement format can be used in businesses and across industries. 

Jerry Nicholas

Jerry continues to maintain the site to help aspiring and junior business analysts and taps into the network of experienced professionals to accelerate the professional development of all business analysts. He is a Principal Business Analyst who has over twenty years experience gained in a range of client sizes and sectors including investment banking, retail banking, retail, telecoms and public sector. Jerry has mentored and coached business analyst throughout his career. He is a member of British Computer Society (MBCS), International Institute of Business Analysis (IIBA), Business Agility Institute, Project Management Institute (PMI), Disciplined Agile Consortium and Business Architecture Guild. He has contributed and is acknowledged in the book: Choose Your WoW - A Disciplined Agile Delivery Handbook for Optimising Your Way of Working (WoW).

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Problem Solving for Business Analysts

This article explores the discipline of problem solving. Some might consider problem solving an art, while others might define it as science. The reality is a little in between since part of problem solving involves creativity, which by definition cannot be rationalized as science since we are basically unaware or not conscious of it occurring. Creative formulation of new concepts and ideas is a process lies deep within the sub consciousness and we are only aware of the output of the creative process; a new idea is a good example. We don’t understand how the idea was created, but we know we thought of it.

This article does consider the creative process and instead deems it out of scope. Instead a process for problem solving is proposed that defines a number of phases that can be rationally quantified, executed and basically tested and verified.

Introduction

What does it mean to solve a problem? It relies upon two things occurring in the following order; an issue, or undesirable state that remains to cause angst, disadvantage, some negative consequence, or a limited capability and as a result some drive to overcome this situation through the formulation of some kind of a solution to resolve, nullify, or improve the current state of affairs.

How do we solve problems? Some people would say, by thinking. Thinking about what? The problem, right? Not necessarily. Thinking about the problem may help the situation and provide a starting point, but if thinking about the problem alone is not immediately returning positive inspiration and results then you are probably selling yourself short, being too narrow minded in breath and/or depth or focused on the symptoms rather than the cause. If the solution is not obvious, then there is obviously something missing from the equation.

For languages sake of descriptions, the term ‘problem’ is sometimes used interchangeably with the word ‘issue’. We don’t say ‘issue solving’, only ‘problem solving’. Issue is used since it is a more positive expression of the situation. One might say that there are no problems, only issues.

Practical Context

Undertaking business analysis, business architecture, or enterprise architecture involve the use of a broad spectrum of knowledge and best practice in frameworks and techniques to solve business problems. Apart from information relative to the professional practices, there are other domains such as the specific context in the organisation; the drivers & motivations, constraints, legacies, culture, etc. and issue or problem.

Finding a solution to a problem involves some kind of change within the organisation to be realized and formulated that could include a new product or service, capability, technology improvement, process maturity uplift, etc. All of these examples represent solutions to underling issues/problems that impact capability, and value to shareholders, customers, partners and suppliers.

Solving business problems always involves some kind of starting point, and a finishing point in terms of where in the spectrum one lies with respect to the problem and the solution. 

Important Elements of Consideration

There are a number of important elements of problem solving which will be explored in detail later when considering the proposed overall process of problem solving. See below;

·        Problem Statement: Describes the nature of the issue at hand

·        Scope & Information: Associated information contained within boundaries of consideration

·        Association and Relationships: Linkages between information within the scope

·        Rationale: The logical deduction within the scope that links the problem to the solution

·        Solution: A defined change in the system that nullifies, the problem and/or problem driver

The following are a series of sequential phases that should occur to complete a problem solving exercise, which would result in a solution to the problem statement. The phases can be viewed as a waterfall. If however a phase cannot be completed, it means that a previous stage is incomplete and requires further exploring. Hence each phase has an optional feedback loop.

Problem Statement

The problem itself should be understood as something discrete, defined or quantifiable. It can be represented as question or a statement that describes something. Problems can also be ambiguous in that they are hard to understand or pin down as something concrete. Ambiguous problems require further exploration that can occur from proceeding to the next phase of defining the scope, and then returning to reevaluate the problem statement.

Definition of Scope

The scope of the problem is extremely important and provides the platform to which all other considerations are included and excluded. A good analogy to scope is the expressions of ‘ring fencing’. Picture yourself actually laying a fence around an area to encapsulate something. The goal of building a fence is to keep something in, and to keep something out. Seems obvious but it’s worth thinking about this in terms of information and problem solving. All information that needs to be considered is within the fence line, and everything else is outside.

This is important from a planning perspective since if one knows what information needs to be considered, one must review the information. Because the information is known one can actually plan and put constraints around this; who needs to be consulted, where the information is obtained from, what systems and resource needs to be drawn upon.

Scope itself is a constraint. The output or solution to a problem is directly dependent on the information that went into the problem solving process. Information that is critical to formulating the correct solution is essential to being included in the scope. This can be demonstrated through a mathematical equation.

Take the following equation, which the problem is to find the value of X;

X = Y + 10           

Consider for a second that the problem is X, and X cannot be determined. What can be determined is that Y has the value of 5.

Unfortunately, due to poor research Y is not considered, only X. This equation is them impossible to solve and a solution is not found.

If however, you broadened the scope to include Y (Equals 5) then you could add 5 to 10 and have the solution;

This may seem elementary but it highlights that without proper considering and scoping, one’s perspective may not be adequate to see the whole picture.

Quite often in business some information is considered, but not everything due to time constraints and economic pressure guiding a shorter term perspective on the solution. Often when this is done the depth of analysis is limited resulting in shallow or knee jerk reactions and band aid solutions that do not address the underlying cause.

In this sense scoping can be strategic since it takes into account the broader perspective including a broader more considerate base of information that is often not focused on the short term.

Resolving Ambiguity: Ambiguity factors

Resolving ambiguity is very import. When there is confusion or uncertainty statements made become imprecise approximations that fuel a culture of anxiety. People need to have the right knowledge at the right time to solve problems by making sound decisions. It’s important to note that nothing sure footed can really be achieved when there is confusion.

Resolving ambiguity or confusion is present in the following situations. Note that the following does not include any human communication dynamics.

·        Missing Information: Information that is not present

·        Incorrect information: Information that can be verified by other information to be incorrect

·        Conflicting Information: Information in at least two separate places that contradicts

·        Duplicate information: Same or similar information that is in more than one place

·        Incomplete information: Information that is present but has an unsatisfactory level of detail

How do you know if you’re missing information? Sometimes this is obvious based on the existing information. (You can see the outline of the footprint.). Other times there is no footprint, all your have is your current information, which is the best starting point for further information and traceability.

Traceability

Traceability is the art of defining concepts and their associated connection points. Consider a dot to dot drawing or a mind map; what presents is an interconnected network. This network can be used to explore its boundaries, both its breath of scope and level of scope. This two way exploration can always start with the existing information, considering other related concepts and relationships.

For example, if the word ‘Interface’ was on a mind map, I could also draw other branches with connections that say ‘client’, ‘server’, ‘api’, ‘web service’, ‘xml’, ‘meta-data’, ‘contract’, ‘data flow’ etc. The root of this exploration is the word ‘interface’.

Traceability can be explored within a mind map, or in any other conceptual model where you are connecting information, to other information through some kind of relationships.

Root Cause Analysis

Since the entire scope has now been defined, the process of identifying the problem symptoms and problem causes can begin. The symptoms are obvious effects, outcomes, metrics, sales figures, costs, performance measures; negative qualitative or quantitative measurements.

Asking the question why is the basis for root cause analysis. It considers the result of questions and then traces backwards to underlying causes. If we ask the question why, the result is the answer and potentially the basis to another question. This is an iterative process that is continued until the underlying cause is uncovered. Note, that the underlying cause should also be within the bounds of the scope already defined.

For example, the problem is a person driving a car along the highway breaks down and is stuck on the side of the road. The problem is “Car has broken down”. See below for root cause analysis.

·        Question: Why has the car broken down?

·        Answer: Engine has overheated.

·        Question: Why has the engine overheated?

·        Answer: No water in the radiator.

·        Question: Why is there no water in the radiator?

·        Answer: Didn’t get the car serviced

·        Question: Why didn’t the car get serviced?

·        Answer: Forgot to get the car serviced.

·        Question: Why did you forget to get the car serviced?

·        Answer: It was a new car and the owner never had to get the car serviced before.

·        Question: What is the servicing requirements of the car?

·        Answer: Get it serviced 6 months after purchase, then 12 months thereafter. (Stated in contract.)

·        Question: Did the owner read the contract?

·        Answer: No. Owner didn’t read the contract and was unaware of car servicing requirements.

·        Problem Symptom (Effect) = “Car broken down. Can’t go anywhere. Stranded on highway.”

·        Real Problem (Cause) = “Owner didn’t read the contract and had no idea that car needed to be serviced”

Identification and realization to solution

Once the underlying cause is attained through root cause analysis, the solution is often the formulation of a preventative action that is undertaken to resolve the problem symptom from ever occurring. This is usually obvious since it is only a single ‘jump’ to understand the resolution.

In the above example, the solution would be for the owner after they purchased the vehicle to read the contract or ask the sales dealer. That way they would have understood the responsibilities of owner the car and taken it in for service, preventing the breakdown from ever occurring.

A less savvy car owner would have opted for a more reactive solution. In this example, the owner could have just carried a jerrycan of water in the car. When the car breaks down the owner can simply fill the radiator up again with water and restart the car. (Assuming the engine is still working.)

The most challenging aspect to problem solving is having the right information and doing adequate work in scoping the issue. When the right information has been considered, mapping out the context and domain diagrams, the relationships can be defined; the problems and their causal drivers can easily be identified through logical deduction.

It’s also important to point out that sometimes it’s better not to be too focused on the actual problem, since as we have demonstrated here, the problem itself is just a single breadcrumb in the investigation; a mere starting point for exploration. This is what problem solving can be described as, a process of guided exploration within a domain, that has boundaries and has been defined to be within scope. Exploration starts at the symptom and goes backward, forward, underneath and around the problem to provide context and understanding of the bigger picture.

Often it’s the bigger picture that allows us the understanding to see the problem relative to the context and proceed in a process of questioning from a defined starting point to an ending point. This is one way to solve problems that starts by considering the problem statement, examining the scope boundaries and information, conducting logical deductions; asking questions and assessing answers, asking further questions etc, and deriving a solution that addresses the cause or root of the problem.  Sometimes root cause analysis is not required, other times there a multiple problems, seemingly interrelated with dependencies - and this is all compounded with complexity and ambiguity of course, not to mention miss communication and misinterpretation related to human factors. 

Yes, problem solving can be challenging, but it can be made less so with a methodical and logical approach that works.

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4 Examples of Business Analytics in Action

• 15 Jan 2019

Data is a valuable resource in today’s ever-changing marketplace. For business professionals, knowing how to interpret and communicate data is an indispensable skill that can inform sound decision-making.

“The ability to bring data-driven insights into decision-making is extremely powerful—all the more so given all the companies that can’t hire enough people who have these capabilities,” says Harvard Business School Professor Jan Hammond , who teaches the online course Business Analytics . “It’s the way the world is going.”

Before taking a look at how some companies are harnessing the power of data, it’s important to have a baseline understanding of what the term “business analytics” means.

Access your free e-book today.

What Is Business Analytics?

Business analytics is the use of math and statistics to collect, analyze, and interpret data to make better business decisions.

There are four key types of business analytics: descriptive, predictive, diagnostic, and prescriptive. Descriptive analytics is the interpretation of historical data to identify trends and patterns, while predictive analytics centers on taking that information and using it to forecast future outcomes. Diagnostic analytics can be used to identify the root cause of a problem. In the case of prescriptive analytics , testing and other techniques are employed to determine which outcome will yield the best result in a given scenario.

Related : 4 Types of Data Analytics to Improve Decision-Making

Across industries, these data-driven approaches have been employed by professionals to make informed business decisions and attain organizational success.

Check out the video below to learn more about business analytics, and subscribe to our YouTube channel for more explainer content!

Business Analytics vs. Data Science

It’s important to highlight the difference between business analytics and data science . While both processes use big data to solve business problems they’re separate fields.

The main goal of business analytics is to extract meaningful insights from data to guide organizational decisions, while data science is focused on turning raw data into meaningful conclusions through using algorithms and statistical models. Business analysts participate in tasks such as budgeting, forecasting, and product development, while data scientists focus on data wrangling , programming, and statistical modeling.

While they consist of different functions and processes, business analytics and data science are both vital to today’s organizations. Here are four examples of how organizations are using business analytics to their benefit.

Business Analytics Examples

According to a recent survey by McKinsey , an increasing share of organizations report using analytics to generate growth. Here’s a look at how four companies are aligning with that trend and applying data insights to their decision-making processes.

1. Improving Productivity and Collaboration at Microsoft

At technology giant Microsoft , collaboration is key to a productive, innovative work environment. Following a 2015 move of its engineering group's offices, the company sought to understand how fostering face-to-face interactions among staff could boost employee performance and save money.

Microsoft’s Workplace Analytics team hypothesized that moving the 1,200-person group from five buildings to four could improve collaboration by increasing the number of employees per building and reducing the distance that staff needed to travel for meetings. This assumption was partially based on an earlier study by Microsoft , which found that people are more likely to collaborate when they’re more closely located to one another.

In an article for the Harvard Business Review , the company’s analytics team shared the outcomes they observed as a result of the relocation. Through looking at metadata attached to employee calendars, the team found that the move resulted in a 46 percent decrease in meeting travel time. This translated into a combined 100 hours saved per week across all relocated staff members and an estimated savings of $520,000 per year in employee time.

The results also showed that teams were meeting more often due to being in closer proximity, with the average number of weekly meetings per person increasing from 14 to 18. In addition, the average duration of meetings slightly declined, from 0.85 hours to 0.77 hours. These findings signaled that the relocation both improved collaboration among employees and increased operational efficiency.

For Microsoft, the insights gleaned from this analysis underscored the importance of in-person interactions and helped the company understand how thoughtful planning of employee workspaces could lead to significant time and cost savings.

2. Enhancing Customer Support at Uber

Ensuring a quality user experience is a top priority for ride-hailing company Uber. To streamline its customer service capabilities, the company developed a Customer Obsession Ticket Assistant (COTA) in early 2018—a tool that uses machine learning and natural language processing to help agents improve their speed and accuracy when responding to support tickets.

COTA’s implementation delivered positive results. The tool reduced ticket resolution time by 10 percent, and its success prompted the Uber Engineering team to explore how it could be improved.

For the second iteration of the product, COTA v2, the team focused on integrating a deep learning architecture that could scale as the company grew. Before rolling out the update, Uber turned to A/B testing —a method of comparing the outcomes of two different choices (in this case, COTA v1 and COTA v2)—to validate the upgraded tool’s performance.

Preceding the A/B test was an A/A test, during which both a control group and a treatment group used the first version of COTA for one week. The treatment group was then given access to COTA v2 to kick off the A/B testing phase, which lasted for one month.

At the conclusion of testing, it was found that there was a nearly seven percent relative reduction in average handle time per ticket for the treatment group during the A/B phase, indicating that the use of COTA v2 led to faster service and more accurate resolution recommendations. The results also showed that customer satisfaction scores slightly improved as a result of using COTA v2.

With the use of A/B testing, Uber determined that implementing COTA v2 would not only improve customer service, but save millions of dollars by streamlining its ticket resolution process.

Related : How to Analyze a Dataset: 6 Steps

3. Forecasting Orders and Recipes at Blue Apron

For meal kit delivery service Blue Apron, understanding customer behavior and preferences is vitally important to its success. Each week, the company presents subscribers with a fixed menu of meals available for purchase and employs predictive analytics to forecast demand , with the aim of using data to avoid product spoilage and fulfill orders.

To arrive at these predictions, Blue Apron uses algorithms that take several variables into account, which typically fall into three categories: customer-related features, recipe-related features, and seasonality features. Customer-related features describe historical data that depicts a given user’s order frequency, while recipe-related features focus on a subscriber’s past recipe preferences, allowing the company to infer which upcoming meals they’re likely to order. In the case of seasonality features, purchasing patterns are examined to determine when order rates may be higher or lower, depending on the time of year.

Through regression analysis—a statistical method used to examine the relationship between variables—Blue Apron’s engineering team has successfully measured the precision of its forecasting models. The team reports that, overall, the root-mean-square error—the difference between predicted and observed values—of their projection of future orders is consistently less than six percent, indicating a high level of forecasting accuracy.

By employing predictive analytics to better understand customers, Blue Apron has improved its user experience, identified how subscriber tastes change over time, and recognized how shifting preferences are impacted by recipe offerings.

Related : 5 Business Analytics Skills for Professionals

4. Targeting Consumers at PepsiCo

Consumers are crucial to the success of multinational food and beverage company PepsiCo. The company supplies retailers in more than 200 countries worldwide , serving a billion customers every day. To ensure the right quantities and types of products are available to consumers in certain locations, PepsiCo uses big data and predictive analytics.

PepsiCo created a cloud-based data and analytics platform called Pep Worx to make more informed decisions regarding product merchandising. With Pep Worx, the company identifies shoppers in the United States who are likely to be highly interested in a specific PepsiCo brand or product.

For example, Pep Worx enabled PepsiCo to distinguish 24 million households from its dataset of 110 million US households that would be most likely to be interested in Quaker Overnight Oats. The company then identified specific retailers that these households might shop at and targeted their unique audiences. Ultimately, these customers drove 80 percent of the product’s sales growth in its first 12 months after launch.

PepsiCo’s analysis of consumer data is a prime example of how data-driven decision-making can help today’s organizations maximize profits.

Developing a Data Mindset

As these companies illustrate, analytics can be a powerful tool for organizations seeking to grow and improve their services and operations. At the individual level, a deep understanding of data can not only lead to better decision-making, but career advancement and recognition in the workplace.

“Using data analytics is a very effective way to have influence in an organization,” Hammond says . “If you’re able to go into a meeting, and other people have opinions, but you have data to support your arguments and your recommendations, you’re going to be influential.”

Do you want to leverage the power of data within your organization? Explore Business Analytics —one of our online business essentials courses —to learn how to use data analysis to solve business problems.

This post was updated on March 24, 2023. It was originally published on January 15, 2019.

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MBA059: Problem Solving for Business Analysts

by Dave Saboe | Feb 16, 2016 | Podcast , Start | 0 comments

In this episode, Matt Fishbeck shares a six step problem solving framework that can help you to address the right problem and come up with the best solution for your organization and customers.

After listening to this episode, you'll understand:.

• Why the skill of problem is so critical
• How to apply a 6 step problem solving framework
• How to apply problem solving techniques
• Defining the problem statement
• Defining scope
• Elicit information & resolving ambiguity
• Identifying associations and relationships
• Root cause analysis
• Solution proposal

The Problem Solving Process Start by creating the problem statement.  The problem statement is a well-defined statement or question to frame the context. After you have a clear and unambiguous problem statement, define the scope of the effort.  The scope definition is probably the most important stage since it basically whether or not the problem can be solved satisfactorily.  Scope is defined to apply constraints to the domain of consideration. When we have scope we know what to consider and what not to consider.  Therefore, all possible solutions are directly dependant on the information within the scope. Once the scope is defined, you can move on to eliciting information & resolving ambiguity.  Perform a stakeholder analysis and elicit information from all known stakeholders/sources as a basis for investigation.  You can use workshops, focus groups, interviews, document analysis, and other approaches to elicit information. When we elicit information, we try to remove ambiguity as ambiguity represents the unknown, liability, and risk.  To reduce ambiguity, we need to consider the taxonomy of ambiguity to provide a frame of reference to how we will resolve it.  Ambiguity may be:

• Missing information
• Incorrect information
• Duplicate information
• Conflicting information
• Incomplete information

The above provide a basis to ask questions concerning all information that is within scope, to challenge this information to be reliable and suitable for use.  Context diagrams and domain diagram can help resolve ambiguity. Next, we identify associations and relationships to organize the information so we can derive meaning from it.  Information needs to be structured, aligned, and associated that provides an additional level of meaning. This is the basis for traceability. The linking of concepts. It’s not just solely used for requirements. Once we thoroughly understand the information, we can move on to performing a root cause analysis.  A root cause analysis helps you to understand the underlying cause of the problem so you can address it instead of addressing a symptom of a greater issue. There are many techniques for root cause analysis including 5 Whys and Fishbone diagrams. Now that we understand the real root cause, we can propose solutions that will address that root cause.  When identifying proposed solutions, consider the scope, constraints, and relative cost and value of each option.   Problem solving is not some illusive black art; it’s an analytical process that can be broken down, quantified, and analyzed to identify the root cause to give rise to a viable solution. Listen to the full episode to hear all of Matt’s examples and tips for problem solving.

Your Homework

• Begin applying Matt’s six-stage problem solving approach.  Often, the most difficult part of problem solving is knowing where to start.
• Start learning the root cause analysis techniques in the Guide to the Business Analysis Body of Knowledge (BABOK).  The techniques will give you more tools to help in your problem solving efforts.

Links mentioned in this episode:

• Matt’s Problem Solving article on ModernAnalyst.com

Matt Fishbeck

Senior Business Analyst and Writer

Thank you for listening to the program

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The Business Analyst Problem Solving Framework

Business analyst problem solving.

Previously I have discussed the Business Analyst mindset and the important factors required for delivering value to your organisation.

As a starting point for developing this mindset I identified 3 areas that will assist you in your daily work.

The things to adopt are:

• A ‘problem solving’ focus as opposed to an implementation focus (which does not necessarily solve the problem).
• An audience focused approach that clearly communicates solutions to complex business problems.
• A clear communication style that helps you manage expectations and maintain transparency.

With so many methodologies and technologies, developing competency in these 3 areas will help you stay relevant as a Business Analyst.

I believe 100% that great business analysis is more about mindset, and less about skills.

Because without having the right kind of mental framework for affecting change, it is difficult to deliver true value.

From having the right mindset, you can then develop the right skills and qualities to be most effective in your role.

Mindset is about ‘how’ you go about doing things that makes the real difference in this profession.

Developing the right mindset can only be developed through experience and awareness.

This awareness gives you an understanding of how to direct yourself towards a success-oriented mindset.

‘Hard’ skills such as tools and techniques are easily taught and learned.

Mindset is developed through ‘soft’ skills and tacit knowledge, which is difficult to teach in books and classroom settings.

But you can have a framework for developing a successful business analyst mindset.

This will focus your approach to problem solving and communicating in a way that delivers excellent results for your organisation.

It will also help you create better career opportunities as you are communicating from a viewpoint of the things that create true value, and not just your hard skills and certifications.

A very good starting point for developing your BA mindset is to gain an awareness of 3 things in your mental framework.

Adopt a problem solving focus to delivering results

With so many methodologies and technologies, developing a problem solving focus will help you stay relevant as a Business Analyst.

Adopting a problem solving focus means that you are striving towards delivering real results with measurable value.

You are not just ticking a box so you can say that you got something delivered.

You are truly aligned to the organisational mission and your stakeholders’ vision.

Problem solving primarily requires problem identification, elicitation skills and stakeholder management.

Problem identification

Supported by good elicitation techniques, problem identification includes methods such as root cause analysis, mind mapping , five whys , and fishbone analysis .

The real value in business analysis is understanding the problem. You gain true experience in engaging with your stakeholders , understanding their issues, and aligning with their needs.

When you have defined the problem then you can make a difference. You can narrow down and choose the right tool and use it to analyse and communicate the problem and articulate a possible solution.

This way there is less overwhelm, and you can produce better results.

Elicitation

Elicitation is important because the discovery of business requirements is almost never readily available at a business analyst’s fingertips.

Types of elicitation are:

• Brainstorming
• Document Analysis
• Focus Groups
• Interface Analysis
• Observation
• Prototyping
• Requirements Workshops
• Survey/Questionnaire

One of the first problems a business analyst needs to solve when starting a new project is how to elicit to the requirements. This goes together with how you go about engaging your stakeholders.

This is because there are several variables that need to be taken into consideration when planning the work needed to gather all necessary information.

Each project is different and will require a different way of approaching elicitation.

The importance of elicitation cannot be overstated, for it is the linchpin to any requirements project.

Stakeholder engagement

Stakeholder engagement is essential to build relationships, foster ownership, influence outcomes, gather information and facilitate the resolution of problems.

Cultivating good relationships is very important.

Stakeholders are more willing to answer questions, show up for meetings, review documentation, and help the business analysis process to go more smoothly if the business analyst has established good stakeholder rapport.

Essentially, projects are about people, and success is about creating value for those people.

Adopt an audience focused approach to problem solving

Adopt an audience focused approach that clearly communicates solutions to complex business problems.

Adopting a problem solving focus as opposed to an implementation focus will help you be truly successful in your business analyst career.

However, adopting an audience focused approach will help you clearly communicate solutions to complex business problems.

This means that you know your audience and you know how to present information to them for optimum clarity.

Who are your stakeholders? What are their challenges? What decisions do they need to make? What information do they need from you? What is the best way to present that information?

A large part of the Business Analyst’s work requires engagement to gather data about their stakeholders’ issues and needs, and then clearly and concisely present that information back to them.

Therefore, it is important to understand who your stakeholders are and what they need from you.

Adopt a clear communication style to align with your stakeholders

Develop a clear communication style that helps you manage expectations and maintain transparency.

Developing a clear communication style that helps you manage expectations and maintain transparency.

It’s important to:

• Always be prepared and don’t waste stakeholder time.
• Respond to feedback, don’t react.
• Listen, listen, listen.

Always align yourself with your stakeholders’ vision. Converse with them in a way that fully considers how they do their job and the issues that are impacting on them.

Use simple language and avoid jargon to ensure that people understand what you are saying.

Don’t make assumptions and always ask questions to clarify concepts and stay on course.

If you say you’re going to do something on a certain day, then do it. Otherwise communicate a new expectation before that time.

I use the OARS technique (open questions, affirmation, reflective listening, and summary reflections).

This is a client centred interaction technique that invites others to “tell their story” in their own words without leading them in a specific direction. It is an excellent way to build rapport with stakeholders.

In addition to the top 3 business analyst skills and qualities I have wrote about, there are many other supporting qualities such as self-belief, curiosity, integrity, self-reflection, motivation, initiative, resourcefulness, connectedness, professionalism, trustworthiness, and courage.

This is your start towards a new awareness on how you can become a great business analyst.

Six problem-solving mindsets for very uncertain times

Great problem solvers are made, not born. That’s what we’ve found after decades of problem solving with leaders across business, nonprofit, and policy sectors. These leaders learn to adopt a particularly open and curious mindset, and adhere to a systematic process for cracking even the most inscrutable problems. They’re terrific problem solvers under any conditions. And when conditions of uncertainty are at their peak, they’re at their brilliant best.

Six mutually reinforcing approaches underly their success: (1) being ever-curious about every element of a problem; (2) being imperfectionists , with a high tolerance for ambiguity; (3) having a “dragonfly eye” view of the world, to see through multiple lenses; (4) pursuing occurrent behavior and experimenting relentlessly; (5) tapping into the collective intelligence , acknowledging that the smartest people are not in the room; and (6) practicing “show and tell” because storytelling begets action (exhibit).

Here’s how they do it.

1. Be ever-curious

As any parent knows, four-year-olds are unceasing askers. Think of the never-ending “whys” that make little children so delightful—and relentless. For the very young, everything is new and wildly uncertain. But they’re on a mission of discovery, and they’re determined to figure things out. And they’re good at it! That high-energy inquisitiveness is why we have high shelves and childproof bottles.

When you face radical uncertainty, remember your four-year-old or channel the four-year-old within you. Relentlessly ask, “Why is this so?” Unfortunately, somewhere between preschool and the boardroom, we tend to stop asking. Our brains make sense of massive numbers of data points by imposing patterns that have worked for us and other humans in the past. That’s why a simple technique, worth employing at the beginning of problem solving, is simply to pause and ask why conditions or assumptions are so until you arrive at the root of the problem. 1 This approach was originally developed by Sakichi Toyoda, the founder of Toyota.

Natural human biases in decision making, including confirmation, availability, and anchoring biases, often cause us to shut down the range of solutions too early. 2 Daniel Kahneman, Thinking, Fast and Slow , New York, NY: Farrar, Straus and Giroux, 2011. Better—and more creative—solutions come from being curious about the broader range of potential answers.

One simple suggestion from author and economist Caroline Webb to generate more curiosity in team problem solving is to put a question mark behind your initial hypotheses or first-cut answers. This small artifice is surprisingly powerful: it tends to encourage multiple solution paths and puts the focus, correctly, on assembling evidence. We also like thesis/antithesis, or red team/blue team, sessions, in which you divide a group into opposing teams that argue against the early answers—typically, more traditional conclusions that are more likely to come from a conventional pattern. Why is this solution better? Why not that one? We’ve found that better results come from embracing uncertainty. Curiosity is the engine of creativity.

We have to be comfortable with estimating probabilities to make good decisions, even when these guesses are imperfect. Unfortunately, we have truckloads of evidence showing that human beings aren’t good intuitive statisticians.

2. Tolerate ambiguity—and stay humble!

When we think of problem solvers, many of us tend to picture a poised and brilliant engineer. We may imagine a mastermind who knows what she’s doing and approaches a problem with purpose. The reality, though, is that most good problem solving has a lot of trial and error; it’s more like the apparent randomness of rugby than the precision of linear programming. We form hypotheses, porpoise into the data, and then surface and refine (or throw out) our initial guess at the answer. This above all requires an embrace of imperfection and a tolerance for ambiguity—and a gambler’s sense of probabilities.

The real world is highly uncertain. Reality unfolds as the complex product of stochastic events and human reactions. The impact of COVID-19 is but one example: we address the health and economic effects of the disease, and their complex interactions, with almost no prior knowledge. We have to be comfortable with estimating probabilities to make good decisions, even when these guesses are imperfect. Unfortunately, we have truckloads of evidence showing that human beings aren’t good intuitive statisticians. Guesses based on gut instinct can be wildly wrong. That’s why one of the keys to operating in uncertain environments is epistemic humility, which Erik Angner defines as “the realization that our knowledge is always provisional and incomplete—and that it might require revision in light of new evidence.” 3 Erik Angner, “Epistemic humility—knowing your limits in a pandemic,” Behavioral Scientist , April 13, 2020, behavioralscientist.org.

Recent research shows that we are better at solving problems when we think in terms of odds rather than certainties. 4 Annie Duke, Thinking in Terms of Bets: Making Smarter Decisions When You Don’t Have All the Facts , New York, NY: Portfolio/Penguin, 2018. For example, when the Australian research body Commonwealth Scientific and Industrial Research Organisation (CSIRO), which owned a core patent on the wireless internet protocol, sought royalties from major companies, it was initially rebuffed. The CSIRO bet that it could go to court to protect its intellectual property because it estimated that it needed only 10 percent odds of success for this to be a good wager, given the legal costs and likely payoff. It improved its odds by picking the weakest of the IP violators and selecting a legal jurisdiction that favored plaintiffs. This probabilistic thinking paid off and eventually led to settlements to CSIRO exceeding $500 million. 5 CSIRO briefing to US Government, December 5, 2006. A tolerance for ambiguity and a willingness to play the odds helped the organization feel its way to a good solution path.

To embrace imperfectionism with epistemic humility, start by challenging solutions that imply certainty. You can do that in the nicest way by asking questions such as “What would we have to believe for this to be true?” This brings to the surface implicit assumptions about probabilities and makes it easier to assess alternatives. When uncertainty is high, see if you can make small moves or acquire information at a reasonable cost to edge out into a solution set. Perfect knowledge is in short supply, particularly for complex business and societal problems. Embracing imperfection can lead to more effective problem solving. It’s practically a must in situations of high uncertainty, such as the beginning of a problem-solving process or during an emergency.

Good problem solving typically involves designing experiments to reduce key uncertainties. Each move provides additional information and builds capabilities.

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3. take a dragonfly-eye view.

Dragonfly-eye perception is common to great problem solvers. Dragonflies have large, compound eyes, with thousands of lenses and photoreceptors sensitive to different wavelengths of light. Although we don’t know exactly how their insect brains process all this visual information, by analogy they see multiple perspectives not available to humans. The idea of a dragonfly eye taking in 360 degrees of perception 6 Philip Tetlock and Dan Gardner, Superforecasting: The Art and Science of Prediction , New York, NY: Crown, 2015. is an attribute of “superforecasters”—people, often without domain expertise, who are the best at forecasting events.

Think of this as widening the aperture on a problem or viewing it through multiple lenses. The object is to see beyond the familiar tropes into which our pattern-recognizing brains want to assemble perceptions. By widening the aperture, we can identify threats or opportunities beyond the periphery of vision.

Consider the outbreak of HIV in India in the early 1990s—a major public-health threat. Ashok Alexander, director of the Bill & Melinda Gates Foundation’s India Aids Initiative, provided a brilliant example of not just vision but also dragonfly vision. Facing a complex social map with a rapidly increasing infection rate, he widened the problem’s definition, from a traditional epidemiological HIV transmission model at known “hot spots,” to one in which sex workers facing violence were made the centerpiece.

This approach led to the “Avahan solution,” which addressed a broader set of leverage points by including the sociocultural context of sex work. The solution was rolled out to more than 600 communities and eventually credited with preventing 600,000 infections. The narrow medical perspective was sensible and expected, but it didn’t tap into the related issue of violence against sex workers, which yielded a richer solution set. Often, a secret unlocks itself only when one looks at a problem from multiple perspectives, including some that initially seem orthogonal.

The secret to developing a dragonfly-eye view is to “anchor outside” rather than inside when faced with problems of uncertainty and opportunity. Take the broader ecosystem as a starting point. That will encourage you to talk with customers, suppliers, or, better yet, players in a different but related industry or space. Going through the customer journey with design-thinking in mind is another powerful way to get a 360-degree view of a problem. But take note: when decision makers face highly constrained time frames or resources, they may have to narrow the aperture and deliver a tight, conventional answer.

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4. pursue occurrent behavior.

Occurrent behavior is what actually happens in a time and place, not what was potential or predicted behavior. Complex problems don’t give up their secrets easily. But that shouldn’t deter problem solvers from exploring whether evidence on the facets of a solution can be observed, or running experiments to test hypotheses. You can think of this approach as creating data rather than just looking for what has been collected already. It’s critical for new market entry—or new market creation. It also comes in handy should you find that crunching old data is leading to stale solutions.

Most of the problem-solving teams we are involved with have twin dilemmas of uncertainty and complexity, at times combined as truly “wicked problems.” 7 A term coined in a now famous 1973 article: Horst W. J. Rittel and Melvin Webber, “Dilemmas in a general theory of planning,” Policy Sciences , 1973, Number 4, pp. 155–69. For companies ambitious to win in the great unknown in an emerging segment—such as electric cars or autonomous vehicles, where the market isn’t fully established—good problem solving typically involves designing experiments to reduce key uncertainties, not just relying on existing data. Each move (such as buying IP or acquiring a component supplier) and each experiment (including on-road closed tests) not only provides additional information to make decisions but also builds capabilities and assets that support further steps. Over time, their experiments, including alliances and acquisitions, come to resemble staircases that lead to either the goal or to abandonment of the goal. Problem-solving organizations can “bootstrap” themselves into highly uncertain new spaces, building information, foundational assets, and confidence as they take steps forward.

Risk-embracing problem solvers find a solution path by constantly experimenting. Statisticians use the abbreviation EVPI—the expected value of perfect information—to show the value of gaining additional information that typically comes from samples and experiments, such as responses to price changes in particular markets. A/B testing is a powerful tool for experimenting with prices, promotions, and other features and is particularly useful for digital marketplaces and consumer goods. Online marketplaces make A/B testing easy. Yet most conventional markets also offer opportunities to mimic the market’s segmentation and use it to test different approaches.

The mindset required to be a restless experimenter is consistent with the notion in start-ups of “failing fast.” It means that you get product and customer affirmation or rejection quickly through beta tests and trial offerings. Don’t take a lack of external data as an impediment—it may actually be a gift, since purchasable data is almost always from a conventional way of meeting needs, and is available to your competitors too. Your own experiments allow you to generate your own data; this gives you insights that others don’t have. If it is difficult (or unethical) to experiment, look for the “natural experiments” provided by different policies in similar locations. An example would be to compare outcomes in twin cities, such as Minneapolis–St. Paul.

It’s a mistake to think that your team has the smartest people in the room. They aren’t there. They’re invariably somewhere else. Nor do they need to be there if you can access their intelligence via other means.

5. Tap into collective intelligence and the wisdom of the crowd

Chris Bradley, a coauthor of Strategy Beyond the Hockey Stick , 8 Chris Bradley, Marin Hirt, and Sven Smit, Strategy Beyond the Hockey Stick: People, Probabilities, and Big Moves to Beat the Odds , Hoboken, NJ: Wiley, 2018. observed that “it’s a mistake to think that on your team you have the smartest people in the room. They aren’t there. They’re invariably somewhere else.” 9 For more from Chris Bradley, in a conversation with Rob McLean, see “ Want better strategies? Become a bulletproof problem solver ,” August 2019. Nor do they need to be there if you can access their intelligence via other means. In an ever-changing world where conditions can evolve unpredictably, crowdsourcing invites the smartest people in the world to work with you. For example, in seeking a machine-learning algorithm to identify fish catch species and quantities on fishing boats, the Nature Conservancy (TNC) turned to Kaggle and offered a $150,000 prize for the best algorithm. This offer attracted 2,293 teams from all over the world. TNC now uses the winning algorithm to identify fish types and sizes caught on fishing boats in Asia to protect endangered Pacific tuna and other species.

Crowdsourced problem solving is familiar in another guise: benchmarking. When Sir Rod Carnegie was CEO of Conzinc Riotinto Australia (CRA), he was concerned about the costs of unscheduled downtime with heavy trucks, particularly those requiring tire changes. He asked his management team who was best in the world at changing tires; their answer was Formula One, the auto racing competition. A team traveled to the United Kingdom to learn best practice for tire changes in racetrack pits and then implemented what it learned thousands of miles away, in the Pilbara region of Western Australia. The smartest team for this problem wasn’t in the mining industry at all.

Of course, while crowdsourcing can be useful when conventional thinking yields solutions that are too expensive or incomplete for the challenge at hand, it has its limitations. Good crowdsourcing takes time to set up, can be expensive, and may signal to your competitors what you are up to. Beware of hidden costs, such as inadvertently divulging information and having to sieve through huge volumes of irrelevant, inferior suggestions to find the rare gem of a solution.

Accept that it’s OK to draw on diverse experiences and expertise other than your own. Start with brainstorming sessions that engage people from outside your team. Try broader crowdsourcing competitions to generate ideas. Or bring in deep-learning talent to see what insights exist in your data that conventional approaches haven’t brought to light. The broader the circles of information you access, the more likely it is that your solutions will be novel and creative.

Rookie problem solvers show you their analytic process and math to convince you they are clever. Seasoned problem solvers show you differently.

6. Show and tell to drive action

We started our list of mindsets with a reference to children, and we return to children now, with “show and tell.” As you no doubt remember—back when you were more curious!—show and tell is an elementary-school activity. It’s not usually associated with problem solving, but it probably piqued your interest. In fact, this approach is critical to problem solving. Show and tell is how you connect your audience with the problem and then use combinations of logic and persuasion to get action.

The show-and-tell mindset aims to bring decision makers into a problem-solving domain you have created. A team from the Nature Conservancy, for instance, was presenting a proposal asking a philanthropic foundation to support the restoration of oyster reefs. Before the presentation, the team brought 17 plastic buckets of water into the boardroom and placed them around the perimeter. When the foundation’s staff members entered the room, they immediately wanted to know what the buckets were for. The team explained that oyster-reef restoration massively improves water quality because each oyster filters 17 buckets of water per day. Fish stocks improve, and oysters can also be harvested to help make the economics work. The decision makers were brought into the problem-solving domain through show and tell. They approved the funding requested and loved the physical dimension of the problem they were part of solving.

Rookie problem solvers show you their analytic process and mathematics to convince you that they are clever. That’s sometimes called APK, the anxious parade of knowledge. But seasoned problem solvers show you differently. The most elegant problem solving is that which makes the solution obvious. The late economist Herb Simon put it this way: “Solving a problem simply means representing it so as to make the solution transparent.” 10 Herbert Simon, The Sciences of the Artificial , Cambridge, MA: MIT Press, 1969.

To get better at show and tell, start by being clear about the action that should flow from your problem solving and findings: the governing idea for change. Then find a way to present your logic visually so that the path to answers can be debated and embraced. Present the argument emotionally as well as logically, and show why the preferred action offers an attractive balance between risks and rewards. But don’t stop there. Spell out the risks of inaction, which often have a higher cost than imperfect actions have.

The mindsets of great problem solvers are just as important as the methods they employ. A mindset that encourages curiosity, embraces imperfection, rewards a dragonfly-eye view of the problem, creates new data from experiments and collective intelligence, and drives action through compelling show-and-tell storytelling creates radical new possibilities under high levels of unpredictability. Of course, these approaches can be helpful in a broad range of circumstances, but in times of massive uncertainty, they are essential.

Charles Conn is an alumnus of McKinsey’s Sydney office and is a board member of Patagonia and former CEO of the Rhodes Trust. Robert McLean is an alumnus of the Sydney office and is the advisory-board chair of the Nature Conservancy Australia. They are the authors of Bulletproof Problem Solving: The One Skill That Changes Everything (Wiley, 2018).

This article was edited by David Schwartz, an executive editor in the Tel Aviv office.

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Table of Contents

Definition of business analysis, what are business analysis techniques, best business analysis techniques, do you want to become a business analyst, top effective business analysis techniques.

Business analysts are such an essential element for an organization’s survival and success today. By using different structured business analysis techniques, these analysts help companies identify needs, root out flaws, and sift through a flood of data and options to find the right actionable solution.

We’re here today to explore some of the top business analysis techniques and how they are successfully leveraged for an organization’s success. There are many of these proven business analysis problem-solving techniques to choose from. Still, the ones highlighted here are the more commonly used methods, and it’s reasonable to infer that their popularity stems from their effectiveness. Here is the list of the top business analysis techniques:

Business Process Modeling (BPM)

Brainstorming, moscow (must or should, could or would), most (mission, objectives, strategies, and tactics) analysis, pestle analysis, swot analysis, six thinking hats, non-functional requirement analysis, design thinking.

Business analysis is an umbrella term describing the combination of knowledge, techniques, and tasks employed for identifying business needs, then proposing changes and creating solutions that result in value for the stakeholders. Although a significant number of today’s business analysis solutions incorporate software and digital data-based elements, many professionals in the field may also end up advising on organizational changes, improving processes, developing new policies, and participating in strategic planning.

So, business analysts spur change within an organization by assessing and analyzing needs and vulnerabilities and then creating and implementing the best solutions. Much of the information used to draw these conclusions comes from data collected by various means, often falling under the term “big data.”

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Business analysis techniques are processes used to create and implement plans necessary for identifying a company’s needs and delivering the best results. There is no such thing as a “one size fits all” technique because every business or organization is different.

Here are the top business analysis techniques. Keep in mind that business analysts who want to be project managers should be familiar with most, if not all, of them.

1. Business Process Modeling (BPM)

BPM is often used during a project’s analysis phase to understand and analyze the gaps between the current business process and any future process that the business is shooting for. This technique consists of four tasks:

1. Strategic planning

2. Business model analysis

3. Defining and designing the process

4. Technical analysis for complex business solutions

Many industries, especially the IT industry, favor this technique because it’s a simple, straightforward way to present the steps of the execution process and show how it will operate in different roles.

2. Brainstorming

There’s nothing like good, old-fashioned brainstorming to generate new ideas, identify a problem’s root causes, and come up with solutions to complex business problems. Brainstorming is a group activity technique that is often used in other methods such as PESTLE and SWOT .

CATWOE identifies the leading players and beneficiaries, collecting the perceptions of different stakeholders onto one unified platform. Business analysts use this technique to thoroughly evaluate how any proposed action will affect the various parties. The acronym stands for:

• Customers: Who benefits from the business?
• Actors: Who are the players in the process?
• Transformation Process: What is the transformation at the core of the system?
• World View: What is the big picture, and what are its impacts?
• Owner: Who owns the impacted system, and what’s their relation?
• Environmental Constraints: What are the constraints, and how do they impact the solution?

4. MoSCoW (Must or Should, Could or Would)

MoSCoW prioritizes requirements by offering a framework that evaluates each demand relative to the rest. The process forces you to ask questions about the actual necessity of any given element. Is the item a must-have or a should-have? Is the demand something that could make the product better, or is it something that would be a good idea in the future?

5. MOST (Mission, Objectives, Strategies, and Tactics) Analysis

MOST is a robust business analysis framework—considered one of the best techniques for understanding an organization’s ability and purpose. This technique includes conducting a detailed, complete internal analysis of the organization’s goals and how to approach them. The acronym stands for:

• Mission: What is the organization’s purpose?
• Objectives: What are the key goals that help achieve the mission?
• Strategies: What are the options available for achieving the objectives?
• Tactics: What are the methods that the organization will follow to carry out the strategies?

6. PESTLE Analysis

Business analysts use the PESTLE model (sometimes called PEST) to identify environmental factors that can influence their company and how best to address them when making business decisions. Those influences are:

• Political: Financial support and subsidies, government initiatives, and policies.
• Economic: Labor and energy costs, inflation, and interest rates.
• Sociological: Education, culture, media, life, and population.
• Technological: New information and communication systems technologies.
• Legal: Local and national government regulations and employment standards.
• Environmental: Waste, recycling, pollution, and weather.

By analyzing and studying these factors, analysts gain a better understanding of how they will influence the organization’s narrative. This understanding, in turn, makes it easier for analysts to develop strategies on how to address them.

7. SWOT Analysis

One of the most popular techniques in the industry, SWOT identifies the strengths and weaknesses in a corporate structure, presenting them as opportunities and threats. The knowledge helps analysts make better decisions regarding resource allocation and suggestions for organizational improvement. The four elements of SWOT are:

• Strengths: The qualities of the project or business that give it an advantage over the competition.
• Weaknesses: Characteristics of the business that pose a disadvantage to the project or organization, when compared to the competition or even other projects.
• Opportunities: Elements present in the environment that the project or business could exploit.
• Threats: Elements in the environment that could hinder the project or business.

SWOT is a simple, versatile technique that is equally effective in either a quick or in-depth analysis of any sized organization. It is also useful for assessing other subjects, such as groups, functions, or individuals.

8. Six Thinking Hats

This business analysis process guides a group’s line of thinking by encouraging them to consider different ideas and perspectives. The ‘six hats’ are:

• White: Focuses on your data and logic.
• Red: Uses intuition, emotions, and gut feelings.
• Black: Consider potential negative results, and what can go wrong.
• Yellow: Focus on the positives; keep an optimistic point of view.
• Green: Uses creativity.
• Blue: Takes the big picture into account, process control.

The six thinking hats technique is often used in conjunction with brainstorming, serving as a means of directing the team’s mental processes and causing them to consider disparate viewpoints.

9. The 5 Whys

This technique is commonly found as often in Six Sigma as it is in business analysis circles. While journalism uses the “Five W’s” (Who, What, When, Where, and Why) in reporting, the 5 Whys technique just operates “Why” in a series of leading questions, this approach helps business analysts pinpoint a problem’s origin by first asking why the issue exists, then following it up by asking another “why?” question relating to the first answer, and so on. Here’s an example:

• Why? Because the wrong models were shipped.
• Why? Because the product information in the database was incorrect.
• Why? Because there are insufficient resources allocated to modernizing the database software.
• Why? Because our managers didn’t think the matter had priority.
• Why? Because no one was aware of how often this problem occurred.
• Countermeasure: Improve incident reporting, be sure managers read reports, allocate budget funds for modernizing database software.

10. Non-Functional Requirement Analysis

Analysts apply this technique to projects where a technology solution is replaced, changed, or built up from scratch. The analysis defines and captures the characteristics needed for a new or a modified system and most often deal with requirements such as data storage or performance. Non-functional requirement analysis usually covers:

• Performance
• Reliability

Non-Functional Requirement Analysis is commonly implemented during a project’s Analysis phase and put into action during the Design phase.

11. Design Thinking

Design Thinking is a business analysis technique that is primarily used for problem-solving and innovation. It's a human-centered approach that emphasizes empathy, collaboration, and creative thinking to develop solutions that meet user needs and create positive user experiences. Design Thinking is often employed to address complex, ambiguous, or user-centric problems by focusing on understanding the end-users' perspectives, motivations, and pain points.

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The Post Graduate Business Analysis program gives you expertise in the latest BA tools and techniques like the ones mentioned previously. You will master planning and monitoring, data analysis and statistics, visualizations, Agile Scrum methodologies, and SQL databases. The course supplements your training with real-world case studies and helps you become an AI-powered business analyst.

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Top 9 Business Analysis Frameworks: Most Popular Techniques

• Business Analysis

Key takeaways

• The top 9 business analysis frameworks offer a diverse set of tools and methodologies to address complex business challenges, uncover opportunities, and drive strategic initiatives
• The frameworks offer structured approaches to problem-solving , enabling organizations to address complex issues and drive continuous improvement.
• The diverse nature of these frameworks allows organizations to adapt their analytical approaches to various business scenarios and industry contexts.

Navigating the complex world of business can often feel like trying to solve a giant jigsaw puzzle, with each piece representing a different challenge or opportunity. That’s where business analysis frameworks come in handy!

If you are a business analyst, you know that understanding the ins and outs of the business is crucial for achieving successful results in business analysis activities.

In this article, we will provide you with a list of the 9 best business analysis framework techniques that will help you achieve clarity and most importantly, aid your professional development.

What Is a Business Analysis Framework?

A Business Analysis Framework is a structured approach used by Business Analysts to understand, assess, and improve various aspects of a business . It provides a systematic way to identify, define, and address business needs and challenges.

A Business Analysis Framework is designed to help organizations analyze, strategize, and execute their operations. It provides a framework for thinking and communicating about various aspects of the business . It is a conceptual and real blueprint that involves and describes all the vital requirements of running a business.

A Business Analysis Framework typically includes the following steps:

• Identifying the problem: This involves identifying the business problem or opportunity that needs to be addressed. This step is critical as it sets the stage for the rest of the analysis.
• Defining the scope: This involves defining the boundaries of the analysis and determining what is included and what is not included in the analysis.
• Gathering information: This involves collecting data and information related to the problem or opportunity. This step is critical as it provides the basis for the analysis.
• Analyzing the information: This involves analyzing the data and information collected in the previous step. This step is critical as it provides insights into the problem or opportunity.
• Developing solutions: This involves developing potential solutions to the problem or opportunity. This step is critical as it provides options for addressing the problem or opportunity.
• Implementing solutions: This involves implementing the selected solution(s) to the problem or opportunity. This step is critical as it turns the analysis into action.
• Monitoring and evaluating: This involves monitoring and evaluating the effectiveness of the solution(s) implemented. This step is critical as it ensures that the problem or opportunity has been fully addressed and that the solution(s) implemented are effective.

A Business Analysis Framework can be used for various purposes, such as:

• Improving business processes
• Developing new products or services
• Evaluating and selecting software solutions
• Conducting feasibility studies
• Developing business cases

List of the 9 Best Business Analysis Framework Techniques

Let’s have a closer look at the 9 techniques that are widely used and recognized

1. Business Process Modelling (BPM)

Business process modelling is a technique used to analyze existing or potential business processes in order to improve them.

A process model serves as a reference so that everyone involved in the organization’s operations can have a common understanding of how things work and what needs to be done in order to reach desired objectives.

How is Business Process Modeling (BPM) Used?

• Visualizing Processes : BPM allows organizations to visually represent their processes, providing a clear understanding of how activities, resources, and information flow within the organization.
• Identifying Bottlenecks : By modeling business processes , organizations can identify potential bottlenecks, inefficiencies, and areas for improvement, enabling them to streamline operations.
• Improving Communication : BPM facilitates improved communication and collaboration among stakeholders by providing a common visual language for discussing and understanding processes.
• Supporting Decision-Making : BPM provides valuable insights for informed decision-making, enabling organizations to make data-driven changes to their processes.

2. Use Case Modelling

Use case modelling is a technique that lets you look at your system from the perspective of your customer.

Use Case Modeling is a technique used to capture and define the functional requirements of a system by illustrating how users interact with it. It involves identifying and documenting various scenarios that depict the interactions between users and the system to accomplish specific goals.

It’s a great way to make sure you’re answering all their questions and making sure they get what they need out of your service or product. You can also use it to keep track of all the possible ways that different people and groups might interact with your company.

How is Use Case Modeling Used?

• Requirement Uncovering : Use Case Modeling serves as a tool for uncovering and defining functional requirements through the identification of various use cases, scenarios, and user interactions.
• System Design : Use Case Modeling aids in the design and development of systems by providing a clear understanding of user-system interactions and requirements, guiding the creation of user interfaces and system functionalities.
• Communication Tool : Use Case models act as a communication tool between business stakeholders and technical teams , ensuring a common understanding of user-system interactions and requirements.
• Testing and Validation : Use Case Modeling supports testing and validation activities by providing test scenarios and expected system behaviors, aiding in the verification of system functionality.

3. SWOT Analysis

SWOT Analysis is a strategic planning technique used to identify and evaluate an organization’s internal strengths and weaknesses, as well as external opportunities and threats. It involves the systematic analysis of these factors to inform strategic decision-making.

Strengths, weaknesses, and opportunities are internal factors that affect the company, while threats are external factors that affect the company. The SWOT analysis is particularly useful in identifying areas that need improvement and areas where the business is doing well.

How is SWOT Analysis Used?

• Strategic Planning : It provides a structured framework for organizations to assess their current position and make informed decisions about future strategies.
• Business Assessment : SWOT Analysis helps in evaluating the internal capabilities and limitations of the organization, as well as the external factors that may impact its performance.
• Risk Management : It aids in identifying potential risks and challenges in the external environment, allowing organizations to develop proactive risk management strategies.
• Market Positioning : SWOT Analysis assists in understanding the organization’s competitive position and identifying opportunities to differentiate itself in the market.

4. MOST (Mission, Objectives, Strategies, and Tactics) Analysis

• MOST Analysis is a tool that can be used to determine an organization’s interest in entering a new market space or in determining if an industry is a good fit for its organization’s culture.

MOST Analysis focuses on four key elements:

• Mission : The overarching purpose or reason for an organization’s existence, defining its fundamental role and aspirations.
• Objectives : Clear and measurable goals that an organization aims to achieve within a specific timeframe, guiding its strategic direction.
• Strategy : The approach or plan designed to achieve the defined objectives and fulfill the organization’s mission.
• Tactics : The specific actions and initiatives undertaken to implement the chosen strategy and achieve the established objectives.

How is MOST Analysis Used?

MOST Analysis finds diverse applications in strategic planning and organizational development:

• Strategic Alignment : It helps in aligning organizational activities with its mission, ensuring that all efforts contribute to its overarching purpose.
• Goal Setting and Evaluation : MOST Analysis aids in setting clear and measurable objectives and evaluating progress towards their achievement.
• Resource Allocation : It supports effective resource allocation by ensuring that strategies and tactics are aligned with the organization’s mission and objectives.
• Decision-Making : MOST Analysis provides a structured framework for making strategic decisions, ensuring that they are in line with the organization’s mission and long-term objectives.

5. PESTLE Analysis

PESTLE Analysis is a framework used to analyze the impact of external factors on an organization. The acronym PESTLE stands for:

• Political : Factors related to government policies, stability, and potential impacts on business operations.
• Economic : Economic conditions, trends, and indicators that can affect the organization’s financial performance.
• Social : Social and cultural factors, including demographics, lifestyle changes, and consumer behavior.
• Technological : Technological advancements, innovation, and the impact of technology on the industry and organization.
• Legal : Legal and regulatory factors, including laws, regulations, and compliance requirements.
• Environmental : Environmental concerns, sustainability efforts, and their impact on business operations and reputation.

The components of the PESTLE analysis are then analyzed and given a score from 0-10, where 10 is considered favorable for the business and 0 is unfavorable. This technique is best used to identify existing threats and opportunities as well as to help understand what would need to change for the business to be more successful.

How is PESTLE Analysis Used?

• Risk Assessment : It helps in identifying potential risks and opportunities arising from the external environment, guiding risk management strategies.
• Strategic Planning : PESTLE Analysis informs strategic planning by providing insights into external factors that may impact the organization’s performance and objectives.
• Market Research : It aids in understanding the broader market environment, including regulatory changes, technological trends, and societal shifts.
• Business Expansion : PESTLE Analysis supports organizations in evaluating the feasibility and risks associated with entering new markets or expanding operations.

6. Brainstorming

Brainstorming is a technique to be used when generating requirements and writing what-ifs.

Brainstorming is a group problem-solving method that involves the spontaneous contribution of creative ideas and solutions. It encourages participants to think freely and express their thoughts without judgment, with the aim of generating innovative solutions and insights.

How is Brainstorming Used?

• Idea Generation : It serves as a platform for generating a multitude of ideas to address business challenges, explore new opportunities, or innovate products and services.
• Problem-Solving : Brainstorming helps in identifying and exploring potential solutions to complex problems by leveraging the collective creativity and expertise of participants.
• Requirement Elicitation : It aids in eliciting diverse perspectives and requirements from stakeholders, ensuring a comprehensive understanding of user needs and business objectives.
• Strategy Development : Brainstorming supports the development of strategic plans and initiatives by exploring various approaches and considering different viewpoints.

7. MoSCoW (Must or Should, Could or Would)

MoSCoW is a prioritization method that categorizes requirements into four distinct groups:

• Must Have : Essential requirements that are critical for the success of the project or business objective.
• Should Have : Important requirements that are desirable but not critical for the initial release or project delivery.
• Could Have : Requirements that are considered as potential enhancements, but their inclusion is not critical at the current time.
• Won’t Have (or Would Have) : Requirements that are explicitly identified as not being included in the current scope.

This technique is used to determine which requirements must be met, which requirements should be met, which requirements could be met, and which requirements would be met if there is time and resources available.

How is MoSCoW Used?

• Requirement Prioritization : It helps in prioritizing requirements based on their criticality and impact on project success, guiding resource allocation and planning.
• Scope Management : MoSCoW assists in defining and managing the project scope by categorizing requirements into distinct priority levels.
• Stakeholder Communication : It facilitates clear communication with stakeholders regarding the prioritization of requirements and the project’s focus areas.
• Decision-Making : MoSCoW supports decision-making by providing a structured approach to evaluating and categorizing requirements based on their importance.

8. The 5 Whys

The 5 Whys is a technique used to identify the root cause of a problem. The technique involves asking “why” five times to get to the root cause of the problem. This technique is particularly useful in identifying areas where the business can improve.

How is The 5 Whys Used?

The 5 Whys problem-solving technique finds diverse applications in business analysis and process improvement:

• Root Cause Analysis : It helps in identifying the root cause of a problem by systematically asking “why” to trace the issue back to its origin.
• Issue Resolution : The 5 Whys aids in addressing recurring problems by digging deeper into the underlying causes rather than addressing surface-level symptoms.
• Process Improvement : It supports continuous improvement efforts by uncovering weaknesses in processes or systems and addressing them at their core.
• Decision-Making : It assists in making informed decisions by providing a structured approach to understanding the factors contributing to a problem.

9. Gap Analysis

Gap Analysis is a method of assessing the performance of a business unit to determine whether business requirements or objectives are being met. It involves comparing the current state of the organization with its ideal state, highlighting shortcomings and opportunities for improvement.

How is Gap Analysis Used?

Gap Analysis finds diverse applications in strategic planning and organizational development:

• Performance Assessment : It helps in evaluating the current performance of the organization against its goals and objectives.
• Identifying Opportunities : Gap Analysis aids in identifying areas where the organization can make improvements to bridge the gap between its current and desired state.
• Resource Allocation : It supports effective resource allocation by identifying areas that require additional resources to meet the desired objectives.
• Process Improvement : It facilitates the identification of inefficiencies and areas for process improvement within the organization.

Tips : If you are curios to learn more about business analysis and related topics, then check out all of our posts related to business analysis

Framework for Business Analysis: The Essentials

Leveraging the right frameworks and techniques is crucial for gaining valuable insights, making informed decisions, and driving organizational success.

The top 9 business analysis frameworks offer a diverse set of tools and methodologies to address complex business challenges, uncover opportunities, and drive strategic initiatives.

By understanding and applying these frameworks, organizations can enhance their analytical capabilities, improve decision-making, and achieve sustainable growth in dynamic business environments.

Key Takeaways: Business Analyst Frameworks

In short, the 9 frameworks we have looked at:

• Business process modelling (BPM) is a technique used to analyze existing or potential business processes in order to improve them.
• Use case modeling is a technique for visually representing how users interact with a system, helping to define system requirements and validate the functionality of a solution.
• SWOT analysis is a strategic planning tool that evaluates an organization’s strengths, weaknesses, opportunities, and threats, providing valuable insights for strategic decision-making.
• PESTLE analysis evaluates the political, economic, social, technological, legal, and environmental factors that impact an organization, providing a comprehensive understanding of the external business environment.
• Brainstorming is a collaborative technique that encourages the generation of diverse ideas and solutions to address business challenges and explore new opportunities.
• MoSCoW is a prioritization method that categorizes requirements into four distinct groups: Must have, Should have, Could have, Would have
• The 5 Why technique involves asking “why” five times to get to the root cause of the problem.
• Gap Analysis is a method of assessing the performance of a business unit to determine whether business requirements or objectives are being met.

FAQ: Business Analysis Techniques

What are the key steps involved in the business analysis process.

The business analysis process typically involves the following key steps: Defining the problem: This involves identifying the problem or opportunity that the business is facing. Gathering information: This involves collecting data and information about the problem or opportunity. Analyzing the information: This involves analyzing the data and information to identify patterns, trends, and insights. Identifying solutions: Based on the analysis, potential solutions are identified. Evaluating solutions: The potential solutions are evaluated to determine the best course of action. Implementing the solution: The chosen solution is implemented, and the results are monitored to ensure success.

What tools are essential for effective business analysis?

There are several tools that are essential for effective business analysis. Some examples: Microsoft Excel: Excel is a powerful tool for data analysis and modeling. Flowcharting software: Flowcharting software is used to create process flow diagrams, which are often used in business analysis. Requirements management software: This software is used to manage and track requirements throughout the project lifecycle. Mind mapping software: This software is used to organize and visualize complex information.

Can you provide an example of a business analysis framework?

One example of a business analysis framework is Michael Porter’s Five Forces Model. This model is used for analyzing industries and considers the competitiveness of an industry in the market based on five different factors or forces, including rivalry among existing competitors, the bargaining power of buyers and suppliers, the threat of new entrants, and the threat of substitute products or services.

What are some common techniques used in business analysis?

Some common techniques used in business analysis include: SWOT analysis: This technique is used to identify the strengths, weaknesses, opportunities, and threats of a business or project. Use case modeling: This technique is used to identify the actors, goals, and scenarios of a system or process. Data modeling: This technique is used to create a visual representation of the data and information used in a system or process. Process modeling: This technique is used to create a visual representation of the steps involved in a process.

How can I create my own business analysis framework?

To create your own business analysis framework, you should: Identify the problem or opportunity: Define the problem or opportunity that the framework will address. Gather information: Collect data and information about the problem or opportunity. Analyze the information: Analyze the data and information to identify patterns, trends, and insights. Identify potential solutions: Based on the analysis, identify potential solutions. Evaluate the solutions: Evaluate the potential solutions to determine the best course of action. Implement the solution: Implement the chosen solution and monitor the results.

Meet Eric, the data "guru" behind Datarundown. When he's not crunching numbers, you can find him running marathons, playing video games, and trying to win the Fantasy Premier League using his predictions model (not going so well).

Eric passionate about helping businesses make sense of their data and turning it into actionable insights. Follow along on Datarundown for all the latest insights and analysis from the data world.

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The Art of Problem Solving for Business Analysts

As a business analyst, have you ever been in a situation where a problem has appeared and is expected to be solved promptly are you wondering how to increase the speed at which you acquire your solutions here are helpful solutions that could assist with success, and help you understand the art of problem solving in business., the art of problem solving in business:, thinking through solutions.

P roblems that affect the business could have drastic consequences. When problems occur, they need to be solved fast and accurately. However, it is imperative to ensure that there is a balance between the time and accuracy.  Often when solutions are provided fast they are not always thoroughly thought out. This can lead to them being referred to as “work arounds”. As the name suggests, the objective of the solution is to work around the problem that is currently present.

This solution does not fix the problem, it simply puts a band aid over the issue to allow the business to continue. Ideally, these can be an asset in order for business to flourish. Unfortunately, this is no guarantee that the work arounds won’t cause new problems in the future should an actual solution come in and fix the root cause, the true problem, but not be compatible with the work around being used. This is why it’s crucial to take the time to sustain the chaos created by the problem and focus on acquiring a solution that can fix everything the first time it is given.

At the start of a problem it is completely natural for stress to occur throughout the team. Its imperative to remain calm in situations like these. Embracing the emotions that stress brings can hinder a Business Analysts capability of being able to dissect the problem to find the root cause. It is important to invest a good amount of time breaking down the problem to its core.

When problems are first acknowledged, there is usually a good amount of information that is still missing when the information is finally given to the Business Analyst. Therefore, it is important for an Analyst to gather the information personally. This will enable them to validate information that was provided previously and to update any information accordingly.

In our podcast, we explore the art of problem solving in business:

“A solution is meaningless if not properly implemented”

The Importance of Focus

A pillar in the art of problem solving is the ability to remain focused. If your mind is not completely attentive to the problem at hand, the solution that will be generated may not be the best solution possible. Remember, the objective of a solution is to ensure that the problem goes away permanently not temporarily. Solutions should avoid creating other problems when implemented. This problem usually occurs when a symptom is mistaken as the main cause of the problem. After reviewing the topic for 30 minutes to an hour, it is best to take a break.

Breaks are important because they allow a Business Analyst to rejuvenate and view the problem from a different perspective. One approach would be to ask a peer with experience in the area of the problem for their interpretation. One could use this new information to gain insight on how to approach the problem from a different angle. This allows for the focus on the subject to be maintained to derive a solution.

The Process

Since designing a solution is essential to fixing the problem, let’s go through a process that would help derive one.

By having options, a Business Analyst can readily respond to constraints that may arise during the execution phase. After that, weigh the designed solutions accordingly based on specific criteria. Typically, it is best to use criteria that would provide an efficient way to identify which solutions designed would have the best impact on performance for all stakeholders affected by the problem. This thought process is vital to ensure the correct solution is selected.

Leading with a Solution

Once the solution to a problem is identified, the next step would be implementation of the solution. Solution execution is important because it confirms to the client that the time spent on solving the problem was, ultimately, successful. To ensure the success of execution, a Business Analyst needs to identify any constraints that would delay implementation.

Some examples of this could be system dependencies, time constraints, and complexity of the implementation. To overcome this scenario, it is important that proper documentation of the solution is created. The documentation will enable the team to execute the implementation accordingly should delays halt the flow of process. Remember, a solution is meaningless if it cannot be properly implemented.

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Interview Questions

Comprehensive Interview Guide: 60+ Professions Explored in Detail

26 Good Examples of Problem Solving (Interview Answers)

By Biron Clark

Published: November 15, 2023

Employers like to hire people who can solve problems and work well under pressure. A job rarely goes 100% according to plan, so hiring managers will be more likely to hire you if you seem like you can handle unexpected challenges while staying calm and logical in your approach.

But how do they measure this?

They’re going to ask you interview questions about these problem solving skills, and they might also look for examples of problem solving on your resume and cover letter. So coming up, I’m going to share a list of examples of problem solving, whether you’re an experienced job seeker or recent graduate.

Then I’ll share sample interview answers to, “Give an example of a time you used logic to solve a problem?”

Problem-Solving Defined

It is the ability to identify the problem, prioritize based on gravity and urgency, analyze the root cause, gather relevant information, develop and evaluate viable solutions, decide on the most effective and logical solution, and plan and execute implementation. 

Problem-solving also involves critical thinking, communication, listening, creativity, research, data gathering, risk assessment, continuous learning, decision-making, and other soft and technical skills.

Solving problems not only prevent losses or damages but also boosts self-confidence and reputation when you successfully execute it. The spotlight shines on you when people see you handle issues with ease and savvy despite the challenges. Your ability and potential to be a future leader that can take on more significant roles and tackle bigger setbacks shine through. Problem-solving is a skill you can master by learning from others and acquiring wisdom from their and your own experiences. 

It takes a village to come up with solutions, but a good problem solver can steer the team towards the best choice and implement it to achieve the desired result.

Watch: 26 Good Examples of Problem Solving

Examples of problem solving scenarios in the workplace.

• Correcting a mistake at work, whether it was made by you or someone else
• Overcoming a delay at work through problem solving and communication
• Resolving an issue with a difficult or upset customer
• Overcoming issues related to a limited budget, and still delivering good work through the use of creative problem solving
• Overcoming a scheduling/staffing shortage in the department to still deliver excellent work
• Troubleshooting and resolving technical issues
• Handling and resolving a conflict with a coworker
• Solving any problems related to money, customer billing, accounting and bookkeeping, etc.
• Taking initiative when another team member overlooked or missed something important
• Taking initiative to meet with your superior to discuss a problem before it became potentially worse
• Solving a safety issue at work or reporting the issue to those who could solve it
• Using problem solving abilities to reduce/eliminate a company expense
• Finding a way to make the company more profitable through new service or product offerings, new pricing ideas, promotion and sale ideas, etc.
• Changing how a process, team, or task is organized to make it more efficient
• Using creative thinking to come up with a solution that the company hasn’t used before
• Performing research to collect data and information to find a new solution to a problem
• Boosting a company or team’s performance by improving some aspect of communication among employees
• Finding a new piece of data that can guide a company’s decisions or strategy better in a certain area

Problem Solving Examples for Recent Grads/Entry Level Job Seekers

• Coordinating work between team members in a class project
• Reassigning a missing team member’s work to other group members in a class project
• Adjusting your workflow on a project to accommodate a tight deadline
• Speaking to your professor to get help when you were struggling or unsure about a project
• Asking classmates, peers, or professors for help in an area of struggle
• Talking to your academic advisor to brainstorm solutions to a problem you were facing
• Researching solutions to an academic problem online, via Google or other methods
• Using problem solving and creative thinking to obtain an internship or other work opportunity during school after struggling at first

You can share all of the examples above when you’re asked questions about problem solving in your interview. As you can see, even if you have no professional work experience, it’s possible to think back to problems and unexpected challenges that you faced in your studies and discuss how you solved them.

Interview Answers to “Give an Example of an Occasion When You Used Logic to Solve a Problem”

Now, let’s look at some sample interview answers to, “Give me an example of a time you used logic to solve a problem,” since you’re likely to hear this interview question in all sorts of industries.

Example Answer 1:

At my current job, I recently solved a problem where a client was upset about our software pricing. They had misunderstood the sales representative who explained pricing originally, and when their package renewed for its second month, they called to complain about the invoice. I apologized for the confusion and then spoke to our billing team to see what type of solution we could come up with. We decided that the best course of action was to offer a long-term pricing package that would provide a discount. This not only solved the problem but got the customer to agree to a longer-term contract, which means we’ll keep their business for at least one year now, and they’re happy with the pricing. I feel I got the best possible outcome and the way I chose to solve the problem was effective.

Example Answer 2:

In my last job, I had to do quite a bit of problem solving related to our shift scheduling. We had four people quit within a week and the department was severely understaffed. I coordinated a ramp-up of our hiring efforts, I got approval from the department head to offer bonuses for overtime work, and then I found eight employees who were willing to do overtime this month. I think the key problem solving skills here were taking initiative, communicating clearly, and reacting quickly to solve this problem before it became an even bigger issue.

Example Answer 3:

In my current marketing role, my manager asked me to come up with a solution to our declining social media engagement. I assessed our current strategy and recent results, analyzed what some of our top competitors were doing, and then came up with an exact blueprint we could follow this year to emulate our best competitors but also stand out and develop a unique voice as a brand. I feel this is a good example of using logic to solve a problem because it was based on analysis and observation of competitors, rather than guessing or quickly reacting to the situation without reliable data. I always use logic and data to solve problems when possible. The project turned out to be a success and we increased our social media engagement by an average of 82% by the end of the year.

Answering Questions About Problem Solving with the STAR Method

When you answer interview questions about problem solving scenarios, or if you decide to demonstrate your problem solving skills in a cover letter (which is a good idea any time the job description mention problem solving as a necessary skill), I recommend using the STAR method to tell your story.

STAR stands for:

It’s a simple way of walking the listener or reader through the story in a way that will make sense to them. So before jumping in and talking about the problem that needed solving, make sure to describe the general situation. What job/company were you working at? When was this? Then, you can describe the task at hand and the problem that needed solving. After this, describe the course of action you chose and why. Ideally, show that you evaluated all the information you could given the time you had, and made a decision based on logic and fact.

Finally, describe a positive result you got.

Whether you’re answering interview questions about problem solving or writing a cover letter, you should only choose examples where you got a positive result and successfully solved the issue.

Example answer:

Situation : We had an irate client who was a social media influencer and had impossible delivery time demands we could not meet. She spoke negatively about us in her vlog and asked her followers to boycott our products. (Task : To develop an official statement to explain our company’s side, clarify the issue, and prevent it from getting out of hand). Action : I drafted a statement that balanced empathy, understanding, and utmost customer service with facts, logic, and fairness. It was direct, simple, succinct, and phrased to highlight our brand values while addressing the issue in a logical yet sensitive way.   We also tapped our influencer partners to subtly and indirectly share their positive experiences with our brand so we could counter the negative content being shared online.  Result : We got the results we worked for through proper communication and a positive and strategic campaign. The irate client agreed to have a dialogue with us. She apologized to us, and we reaffirmed our commitment to delivering quality service to all. We assured her that she can reach out to us anytime regarding her purchases and that we’d gladly accommodate her requests whenever possible. She also retracted her negative statements in her vlog and urged her followers to keep supporting our brand.

What Are Good Outcomes of Problem Solving?

Whenever you answer interview questions about problem solving or share examples of problem solving in a cover letter, you want to be sure you’re sharing a positive outcome.

Below are good outcomes of problem solving:

• Saving the company time or money
• Making the company money
• Pleasing/keeping a customer
• Obtaining new customers
• Solving a safety issue
• Solving a staffing/scheduling issue
• Solving a logistical issue
• Solving a company hiring issue
• Solving a technical/software issue
• Making a process more efficient and faster for the company
• Creating a new business process to make the company more profitable
• Improving the company’s brand/image/reputation
• Getting the company positive reviews from customers/clients

Every employer wants to make more money, save money, and save time. If you can assess your problem solving experience and think about how you’ve helped past employers in those three areas, then that’s a great start. That’s where I recommend you begin looking for stories of times you had to solve problems.

Tips to Improve Your Problem Solving Skills

Throughout your career, you’re going to get hired for better jobs and earn more money if you can show employers that you’re a problem solver. So to improve your problem solving skills, I recommend always analyzing a problem and situation before acting. When discussing problem solving with employers, you never want to sound like you rush or make impulsive decisions. They want to see fact-based or data-based decisions when you solve problems.

Next, to get better at solving problems, analyze the outcomes of past solutions you came up with. You can recognize what works and what doesn’t. Think about how you can get better at researching and analyzing a situation, but also how you can get better at communicating, deciding the right people in the organization to talk to and “pull in” to help you if needed, etc.

Finally, practice staying calm even in stressful situations. Take a few minutes to walk outside if needed. Step away from your phone and computer to clear your head. A work problem is rarely so urgent that you cannot take five minutes to think (with the possible exception of safety problems), and you’ll get better outcomes if you solve problems by acting logically instead of rushing to react in a panic.

You can use all of the ideas above to describe your problem solving skills when asked interview questions about the topic. If you say that you do the things above, employers will be impressed when they assess your problem solving ability.

If you practice the tips above, you’ll be ready to share detailed, impressive stories and problem solving examples that will make hiring managers want to offer you the job. Every employer appreciates a problem solver, whether solving problems is a requirement listed on the job description or not. And you never know which hiring manager or interviewer will ask you about a time you solved a problem, so you should always be ready to discuss this when applying for a job.

Related interview questions & answers:

• How do you handle stress?
• How do you handle conflict?
• Tell me about a time when you failed

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