Getting it right doesn’t come down to analysis modelling. It is about actively listening first. The greatest attribute a Business Analyst ought to possess is an ability to listen, filter/decimate and process.
Writing down requirements is not analysis. Too many analysts are too often scribes. Analysis is taking information (requirements, solution components etc) and actually doing something with them so they can be used in a number of ways pertinent to the problem at hand.
Business analysis is not a play thing of academia; despite it being a core skill contained in many university courses and the intention to make it an exact science by self-appointed professional groups.
Certification does not necessarily make for becoming a good Business Analyst. I know certified people who have never actually done the work at hand, and non-certified analysts who I believe to be absolutely top-shelf. Besides, certification all too often limits out of the box thinking, or original thinking (non-radical) yet this is where most gnarly problems get solved from, time and again; unrestrained thinking from the get-go.
The dummies’ guide for expedient success is to gain, early into your work assignment, an understanding of what makes stakeholders; and those with the greatest sphere of influence tick. Analyse them! Then deliver in the way they like best.
Business users and experts are not Business Analysts. As a Business Analyst I know a lot of stuff but I’m not an expert in anything. An expert has a ton of detailed knowledge, but don’t be fooled if they pass themselves off as an analyst. Just have an awareness.
Don’t discount simple solutions. Too many analysts make it too hard for no reason than to show off their skills and acquired knowledge, which may not even be appropriate for the scope of the work at hand.
Play a straight game. There is no profit in becoming manipulated politically. Be prepared to quit if the compromises don’t feel right. Stay true to yourself and your profession. In other professions you can be up for malpractice.
Agendas are for meetings, not analysis.
If you find yourself having to explain (either verbal or written) an analysis model, then your model has missed the mark.