Business Analysis Blueprint
Line Karkov
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Combining historical insight with technological expertise, Line Karkov has forged a unique path in business analysis and product ownership.
As a Senior Business Analyst at DM – fagforening, she adeptly navigates the integration of no-code/low-code tools and improves the use of data and information in the organization. Line’s journey is marked by a dedication to balancing innovation with practicality, applying her dual backgrounds in history and IT to develop coherent strategies.
In our recent conversation, Line shared her career trajectory, the intersection of history and business analysis, and her methods for overcoming “HIPPO” decision-making.
Can you share a bit about your journey into business analysis and product ownership?
After earning a bachelor’s degree in history, I pursued a master’s in information technology. I thought it would be interesting to work with the digitization of historical source material or the communication of history via digital media.
Instead, I was hired by Danske Bank, one of the largest banks in Northen Europe, through their graduate programme. I think it was the largest software development organization in the country at that time. I received internal training as a business analyst and became part of the company’s community of practice. It was a diverse group of business analysis professionals, including former bank professionals, university graduates, and people coming from other professions in IT. I learned to appreciate that diversity. Additionally, I received agile training during the bank’s agile transformation.
As a Senior Business Analyst at DM – fagforening, what are some key challenges you face when supporting IT projects?
Because DM – fagforening is a labour union, it’s a non-profit organization. While we’re not focused on profit, we still need to make sure that members get value for their membership fees. Defining a good business case is an ongoing process.
Recently, many new no-code/low-code tools have emerged, potentially shortening development and enabling us to experiment faster and cheaper, which supports a more agile approach. But they also restrict us more, so finding that balance between no-code/low-code and developing applications from scratch is a challenge.
Like many organizations, we plan to implement generative AI. But since tools are being released and changing so fast, it’s difficult to determine the best architecture. To make the right decisions, it’s important to understand where we want to differentiate from competitors and the scale at which solutions will be implemented.
How do you incorporate your IT and history background into your business analysis role?
History is about making coherent descriptions of what happened in the past, and business analysis is about making coherent descriptions of what will happen in the future. From a methodological point of view, I think they’re quite similar.
You mention fighting against “HIPPO” decision-making (i.e. based on the highest-paid person’s opinion). How have you done this in your work?
At DM, HIPPO decision-making arises due to the organization’s siloed structure. I do my best to create transparency by documenting and sharing information. As a product owner of the data platform, I prioritize integrating data that provides a comprehensive view of organizational activities and insights. I also try to focus on the value that data brings, ensuring that CEO requests don’t automatically take precedence.
What made you pursue IIBA’s Certificate in Cybersecurity Analysis (CCA) and how has it impacted your career?
At the time I was working for Maersk, one of the largest shipping companies in the world. It was hit by the NotPetya attack five months after I joined. It was just massive. While incidents like that can’t be prevented, I learned that taking responsibility for cybersecurity can diminish their impact.
The most useful thing I learned from IIBA’s cybersecurity program is the difference between a threat and a risk. Business analysis professionals who understand this can make a positive difference, ensuring that business-critical issues are dealt with and that we don’t over-engineer for something small enough to be dealt with by a simple process.
When it comes to data analytics, relevant security decisions related to data minimization and access control also lay the foundation for good data quality and responsible practices around analytics and AI.
Can you talk about your experience with visual thinking and specification by example?
In essence, business analysis is quite visual (think of a process diagram), so using pen and paper can reveal new perspectives.
It’s often said that a picture’s worth a thousand words, but the Bikablo method is inspired by semiotics, which is a theory about signs. The physical object and the sign that represents it are two separate things. Regarding the abstract designs of processes and systems, the more signs that represent an object the greater the chance a shared understanding can be created. Combining visuals and words leads to a much richer language.
Drawing is also an excellent way to practise being imperfect in a way that’s extremely low risk. It’s a deliberate way to take the tempo out of things, getting out of the mind and into the body.
Specification by example is my favourite technique for detailed requirements because I think it’s the easiest. When using Gherkin scenarios, I often come up with detailed questions for the developers and corner cases earlier than we otherwise would, resulting in fewer misunderstandings. It’s also the most efficient technique I know of because the scenarios can be used as test cases.
This year marked the first time that the BA & Beyond Conference (which you attended and helped organize as a volunteer) was held in Copenhagen. What are your thoughts on the current state of business analysis in Denmark?
I honestly don’t know, and maybe that says something about the state of business analysis in Denmark. There’s no established community of practice—except in companies with many business analysis professionals. As far as I know, there are no training providers endorsed by IIBA. Half of the job postings for “business analyst” are really data analyst jobs.
However, I think BA & Beyond was a great opportunity to talk about what business analysis is and raise awareness for professionals in Denmark working in the field (with or without the title). Maybe there’s something there that we can tap into.
You’ve contributed to Medium’s Analyst’s Corner on topics such as improving a growth mindset and your product backlog. Which business analysis topics are you most excited to write about and why?
My favourite topic is my own experiences, for three reasons. First, I learn a lot from others’ experiences, so I hope they can also learn from mine. Second, it’s a way for me to reflect on my practice. Third, I think that being able to shift between different levels of abstraction is valuable. When writing about my experiences, I can practise that skill.
In 2024 and beyond, Analysis Everywhere will spotlight the versatility, value, and far-reaching impact of talented business analysis professionals like Line. If you need some inspiration for sharing your own story, visit our website for more information on Analysis Everywhere.
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About the Author
Robert McClements is the Communications and Media Relations Specialist at IIBA. With over seven years of communications experience at non-governmental organizations, he contributes to IIBA’s marketing and communications efforts in support of the business analysis profession and community. Residing in his hometown of Montreal, Robert enjoys spending time with his family, listening to music, and reading.
