Interactive Business Analyst

The role of the Interactive Business Analyst is to ensure that all the interactive work product of Starmark is “on strategy” to help clients business or marketing plans meet their goals and objectives.

This role acts as a filter for the many hundreds of tactics that come out of a brainstorm to ensure the ideas that support the goals and objectives are the ones that get explored, and the ideas that do not are filtered out without a lot of time spent on them.

From the client’s perspective, the IBA is brought in to interactive projects as the expert in the area that will ensure their projects are a success. They help with the communication of more complex topics, explaining technology, listening to plan-speak needs and translating them into business and functional requirements for the interactive team.

Duties as IBA:

  • Work directly with account management and clients to understand business goals and objectives, and gather business and functional requirements to help achieve those goals
  • Manage Step 1 of the development process, the Stakeholder Interviews. With the account manager on the client, be the lead to conduct the stakeholder interviews with the top employees at the client, which can include the CEO, President, CMO, Marketing Manager, Technical Lead, and any other person that may be involved in the approval of the project. The goal is that anyone who will be approving before go-live should be included in the first step so their input is heard.
  • Manage Step 2 of the development process, the competitive research. During step one a list of competitors and sometimes “sites the client likes” is documented. Working with the research person, manage them to collect all the competitive information from these sites, web, social, mobile, app and other. Analyze the information for strengths and weaknesses to ensure our project is better than the competitors.
  • Manage Step 3 of the development process, information architecture:
    • This step may include (based on scale of project) the development of a user persona based on customer demo and psychographics. This persona will be the filter for all the creative and copy work produced by the creative team and many of the user stories will be from the perspective of this persona.
    • This step may also include (based on the scale of the project) the Feature/Function Matrix, which is a database of every business and functional requirement documented, with a score and rank system for each feature. The FFM is used to manage the budget of the project, scope creep, and to ensure all requirements are delivered and tested.
    • This step will always include an information flow chart to show the organization of the content and document the amount of work that needs to be performed by the creative, copy, and development teams. Familiarity with UX design, wireframes, prototyping and business design documentation a plus.
  • Work with the Creative Director to brief the team during the creative kickoff. Walk the team thru the business goals and objectives, competitive research, user persona (if available) and flow charts. Answer any questions that may come up. As needed throughout the project, have periodic check-ins to review work to ensure it meets project requirements.
  • Work with the production manager to brief the team during the production handoff. Walk them thru any business, functional and technical specification that have been gathered as a requirement for this project. Answer any questions that may come up. As needed throughout the project, have periodic check-ins to review work to ensure it meets project requirements.
  • Manage change, as changes come in from the client or account service team, or even the developers as they refine and enhance the design, ensure that all requirements and specs are up to date.
  • Be part of the User Acceptance team to review the final product to ensure it meets business goals and objectives. Define any refinements that may be required. Walk the account manager on the project thru to ensure they fully understand why items were built the way they were.
  • With the account manager, assist in presenting the final work to the client and walk them thru for approval – referring back to business goals and objectives as needed. (Sometimes long periods of time have passed and it’s good to remind them why certain items are the way they are).

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