Performance plans suck huh? In government, it’s basically required to prove your value every 12 months for your performance plans, so having a metric becomes a big deal.
Ideas:
- customer/client satisfaction (survey/emails saying good work)
- artefacts delivered (X recommendation papers or processes modelled).
- recommendations actioned/received,
- peer/network satisfaction if internal facing,
- rate of failure/blockers in user stories/tickets, etc.
Do you need metrics? Probably not, Business Analyst is a profoundly social-and-intangible career, and value is often hard to directly correlate to outcomes, but hopefully these could be a way to handle it.
It’s also worth considering the potential for outliers; How do you measure how accurately you understood someone’s needs? How do you measure accuracy of documentation you’ve drafted when you’re the only one who knows the full business picture? Do you bring in another BA to repeat your work to verify it? How do you set a realistic attainable goal when it’s your job to work out problem when others are yet to set the size and scope of a project? As such, some advice is to make sure your goals factor in projects going overtime, being harder or far wider than initially considered.
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Contributions & authored by:
Stefan Carton
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Updated: 2/08/2022