Many projects start with enthusiasm, ambitious goals, neat phasing, go/no-go moments, and realistic deadlines. Yet, in practice, projects frequently experience delays, exceed budgets, or results fail to meet expectations. This is despite the fact that a great deal of knowledge, experience, and expertise is often available.
The cause usually lies not in a lack of commitment or technical knowledge, but in insufficient insight into the interrelationships. This is where a good information analyst can make the difference.
Information analysis is the point where all available knowledge converges. Consider previously conducted business analyses, described processes, architecture documents, laws and regulations, user requirements, and other stakeholder wishes. Often, these insights are still general, not fully developed, or subject to different interpretations.
It is the task of the information analyst to bring these loose puzzle pieces together and translate them into a concrete, consistent, and feasible whole. This can result in designs, process improvements, user stories, or other deliverables that guide the execution.
A good information analyst operates not only on a substantive level but, above all, on a connecting basis. By working closely with users, stakeholders, and project teams, various interests become visible and are weighed against each other.
When parties disagree, the analyst does not immediately look for a solution but first for the shared goal. As soon as there is agreement on this, space is created to jointly look for suitable solutions. This prevents endless discussions about details and ensures that choices are made based on a shared interest.
By actively collaborating with users and other stakeholders, needs are made explicit and expectations are managed. This creates greater support for choices and reduces the chance of surprises during implementation.
Through close collaboration with architects, architectural frameworks can be further concretized. As a result, designs, requirements, and user stories align better with the chosen architecture from the start. This prevents costly adjustments at a later stage. The reverse also occurs: the architecture is adjusted based on new insights.
The information analyst is the ideal bridge between business and technology. By seeking alignment with technical teams early on, a “warm handover” of work is created. Additionally, the analyst gains insight into technical possibilities as well as limitations. This allows expectations to be managed early and unrealistic wishes to be adjusted in a timely manner.
For Product Owners, information analysis provides valuable insights into dependencies, complexity, and scope. Making well-founded choices within the backlog and setting priorities is impossible without this information.
A Scrum Master cannot function without also being knowledgeable on the subject matter. An information analyst helps with this. As a result, the Scrum process runs more smoothly, sprints can be planned better, and there are fewer impediments.
Project managers also benefit from a good information analyst. Risks become visible sooner, dependencies are recognized faster, and new requests or scope expansions can be immediately assessed on the substance of their impact, feasibility, and required effort.
On the contrary.
AI is becoming increasingly capable of converting global descriptions, texts, and notes into concrete designs, processes, or technical solutions. However, this leaves a crucial question unanswered: are we actually solving the right problem with this?
An organizational issue rarely revolves solely around a technically functioning solution. It involves needs, interests, processes, risks, legislation, support, and strategic choices. AI can assist in developing solutions, but determining the right solution still requires analysis, context, and human insight. An information analyst helps to do the right things; AI helps to do things right.
For the information analyst, therefore, AI poses no threat, but is a powerful tool. It increases the possibilities for developing solutions faster and more efficiently. Thanks to close collaboration with users, stakeholders, architects, and technical teams, the analyst can bring the right information to the table to determine how to deploy AI in a targeted and responsible manner.
As AI plays a larger role within organizations, the need for sound analysis becomes even greater. For the more powerful the technology, the more important it becomes to stay focused on the underlying question.
In short: AI cannot do without A1 (Analysis 1st)
Information analysis is not a miracle cure that automatically makes every project succeed. Even with an excellent information analyst, projects can fail due to external factors, changing circumstances, or management choices.
What a good information analyst *does* do is significantly increase the chance of success. Not by solving problems after the fact, but by making them visible early on. Not by making bad projects good, but by preventing good projects from getting bogged down in assumptions, misunderstandings, and well-intentioned plans lacking direction.
A good information analyst brings clarity to complexity, creates connections between stakeholders, and ensures that decisions are made based on insight rather than assumptions.
Would you like to increase the chance of project success with an experienced information analyst from CIMSOLUTIONS? Then contact us and discover what good information analysis can mean for your organization.
Peter Ebeli
Senior Information Analyst
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