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// ← EVERY SEATTHE FUNCTIONS

Every floor · The machinery

Business Analyst

Works out what a change actually needs to be, between the people who want it and the people who will build it.

BY MICHAEL SHANG · SIXTEEN YEARS IN COMMERCIAL BANKING · UPDATED

// 01 — WHAT A BUSINESS ANALYST DOES

Process mapping, requirements, edge cases and the unglamorous discovery that the current process is not what the documentation says. In a bank the edge cases are the job: the exception, the exception's exception, and what the regulator will expect to see afterwards.

// 02 — WHO ARRIVES HERE

One of the widest doors in the bank — operations staff, front-line bankers, consultants and technologists all move into it.

// 03 — WHAT THE INTERVIEW ASKS

These are the shapes the round takes, not a question bank — banks phrase them differently and the wording is never the point.

  1. 01Take a process you know and map it for me.
  2. 02Two stakeholders want opposite things. What do you do?
  3. 03How do you find the edge cases nobody mentioned?
  4. 04How would you know the change worked?
  5. 05What do you do when the documented process is not the real one?
  6. 06How do you write a requirement an engineer will not have to guess at?

What the panel is listening for. Whether you go and look rather than asking for a description, and whether you can hold detail without losing the point of the change.

The finance, technology and operations quiz has no question for this seat yet. Its five were asked for the software engineer, financial accountant, operations analyst, procurement manager and people partner seats, in the same block, and the temperament they score is the one this panel scores too.

Take the quiz →

// 04 — ONE QUESTION, WORKED

QWhat do you do when the documented process is not the real one?

A strong answer goes and watches the real one, maps it including every workaround, and asks why each workaround exists — a control gap, a design gap, or a rule nobody understands. The requirements are written to the process as it is actually performed, the document is fixed so the next person is not misled, and the gap is flagged to whoever owns the risk, because a workaround in a bank is sometimes a control that has quietly stopped working.

A weak one writes requirements to the documented process, and discovers the difference in testing, or in production.

The seat is judged on whether you go and look rather than asking for a description, and whether you can hold detail without losing the point of the change. Many of the processes worth changing in a bank are lending processes, and a credit paper sets out what an approver must be able to find — a useful specification for any system that feeds one.

START HERE · How to write a credit paper

THE IN-TRAY · ONE MINUTE

Make the call on one file.

A short file on the ground this page covers. Every option opens with how far it sits from a senior banker’s read.

THE CALL · CHAPTER 1

Two US$3m requests land the same morning. One borrower's cash flow covers the debt comfortably, but the only security is stock. The other offers a first mortgage over land worth twice the loan, with cash flow that barely covers the interest.

Which file is stronger?

1 FILES · PICK A CALL ON ANY OF THEM

5 MORE ON CHAPTER 1 · THE THREE QUESTIONS →WHERE DO YOU READ FROM? THE PLACEMENT →