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BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies
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BA/PM Interaction: Real world Perspective Based on Feedback and Interaction from Multiple Companies

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As the BA position grows, the interaction of the BA and PM becomes more and more critical. Some of this interaction has become dysfunctional leading to infective solutions and miss opportunities for …

As the BA position grows, the interaction of the BA and PM becomes more and more critical. Some of this interaction has become dysfunctional leading to infective solutions and miss opportunities for quality and cost savings. Learn how leading companies are handling PM/BA interaction, understand the profiles and differences between a successful BA and PM, learn what work areas overlap regularly and how to successfully mitigate the overlap, and discuss how outsourcing impacts responsibilities for both.

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  • 1. “ Business Analyst/Project Manager Interaction: Real-World Perspective Based on Feedback from Industry” Web Seminar Tuesday, December 9, 2008 David Mantica
  • 2. Presentation Agenda <ul><li>Overview of the SDLC </li></ul><ul><li>What is a BA (industry perspective) including BA profile </li></ul><ul><li>What is a PM (industry perspective) including PM profile </li></ul><ul><li>Where do these positions live within an organization, company size matter </li></ul><ul><li>What is the potential functional overlap </li></ul><ul><li>What are the cultural problems/concerns </li></ul><ul><li>Organizational practices from industry that help correct any problems </li></ul><ul><li>Future outlook </li></ul>
  • 3. Overview of the SDLC <ul><li>SDLC = Systems and Software Development Lifecycle </li></ul><ul><ul><li>Methodology used to build software or systems </li></ul></ul><ul><ul><li>Positions in-between the business in the hard core IT </li></ul></ul><ul><ul><li>Organization that develops software and business systems for an organization </li></ul></ul><ul><li>Positions in the SDLC can include </li></ul><ul><ul><li>Process modeling (BPM) </li></ul></ul><ul><ul><li>Requirements Elicitation (BA) </li></ul></ul><ul><ul><li>Project Management </li></ul></ul><ul><ul><li>Testing (QA, QC) </li></ul></ul><ul><ul><li>Systems Architecture (EA) </li></ul></ul><ul><ul><li>Developers/Programmers </li></ul></ul>
  • 4. What is a BA (industry perspective) <ul><li>Position Overview </li></ul><ul><ul><li>Enterprise Analysis (business case) </li></ul></ul><ul><ul><li>Project scope </li></ul></ul><ul><ul><li>Process modeling </li></ul></ul><ul><ul><li>Requirements Analysis, Elicitation, Management </li></ul></ul><ul><ul><li>Converting from technical (systems) to business (functional) requirements </li></ul></ul><ul><li>Position Profile </li></ul><ul><ul><li>Should act a lot like a Product Manager </li></ul></ul><ul><ul><li>Should have solid user knowledge of system, power user </li></ul></ul><ul><ul><li>Should be technical enough to “talk-the-talk” </li></ul></ul><ul><ul><li>Much more concerned about outcome than budget, schedule or costs </li></ul></ul><ul><ul><li>Must be able to state business case of system/software </li></ul></ul>
  • 5. Who or What Governs the BA Role <ul><li>International Institute of Business Analysis (IIBA) </li></ul><ul><ul><li>www.theiiba.org </li></ul></ul><ul><ul><li>Based in Canada (Toronto) </li></ul></ul><ul><ul><li>5 years old </li></ul></ul><ul><ul><li>BA Body of Knowledge (BABOK) current version 1.6 moving to 2.0 by early to mid 2009 </li></ul></ul><ul><ul><li>One certification: Certified Business Analyst Professional (CBAP) </li></ul></ul><ul><li>Overall </li></ul><ul><ul><li>Still in infancy </li></ul></ul><ul><ul><li>BA position means something slightly different to different organizations </li></ul></ul>
  • 6. What is a PM (industry perspective) <ul><li>Position Overview </li></ul><ul><ul><li>Project ownership and management (Project leader but in a matrix) </li></ul></ul><ul><ul><li>Financial ownership of project (P&amp;L) </li></ul></ul><ul><ul><li>Schedule/Resource ownership </li></ul></ul><ul><ul><li>Reporting metrics </li></ul></ul><ul><li>Position Profile </li></ul><ul><ul><li>Should act a lot like a General Manager or CFO </li></ul></ul><ul><ul><li>Strong leadership and communication skills </li></ul></ul><ul><ul><li>More concerned about financials and schedule than about output of the project </li></ul></ul><ul><ul><li>Hands-on and detailed orientated </li></ul></ul>
  • 7. Who or What Governs the PM Role <ul><li>Project Management Institute (PMI) </li></ul><ul><ul><li>www.pmi.org </li></ul></ul><ul><ul><li>Based in US (Pennsylvania) </li></ul></ul><ul><ul><li>39 years old </li></ul></ul><ul><ul><li>PM Body of Knowledge (PMBOK) current version 3 moving to 4.0 by early to mid 2009 </li></ul></ul><ul><ul><li>Multiple certifications including: CAPM (Certified Associate in Project Management, PMP (Project Management Professional) PgMP (Program Management Professional), and two specializations on Risk and Scheduling </li></ul></ul><ul><li>Overall </li></ul><ul><ul><li>Strong and growing organization </li></ul></ul><ul><ul><li>Deeply entrenched within industry with some weakness internationally </li></ul></ul>
  • 8. Project Management’s Place in Organizations <ul><li>Project Management Office (PMO) (usually large companies over 1000 people) </li></ul><ul><ul><li>Centralized location for all things related to Project Management </li></ul></ul><ul><ul><ul><li>Tools, Templates, Process, People </li></ul></ul></ul><ul><ul><li>Organized and structure / Slow, process focused and under staffed </li></ul></ul><ul><li>Within IT Organization (any sized company) </li></ul><ul><ul><li>Support Internal/External projects </li></ul></ul><ul><ul><li>Advocate for both IT and Stakeholders </li></ul></ul><ul><ul><li>Decentralized, quicker responding but no standards, confusing </li></ul></ul><ul><li>Within Business Units (any sized company) </li></ul><ul><ul><li>Advocate for Stakeholders </li></ul></ul><ul><ul><li>Might act more like BA than PM </li></ul></ul><ul><li>Small organizations (under 100 people) </li></ul><ul><ul><li>Floating PM, “jack of all trades” </li></ul></ul><ul><ul><li>Department managers and/or staff do PM work </li></ul></ul>
  • 9. Business Analyst’s Place in Organizations <ul><li>No standard or official place </li></ul><ul><li>What we are seeing in industry </li></ul><ul><ul><li>PMO --- Initiative for BA position including standard templates </li></ul></ul><ul><ul><ul><li>Large company solution </li></ul></ul></ul><ul><ul><li>BAO (Business Analyst Office) --- Very new, like PMO centralized/Standard </li></ul></ul><ul><ul><ul><li>Very large company solution </li></ul></ul></ul><ul><ul><li>Center of Excellence --- like BAO but driven by IT Management not PMP </li></ul></ul><ul><ul><ul><li>Tied to centralizing Testing and project support as well </li></ul></ul></ul><ul><ul><li>Within IT but decentralized </li></ul></ul><ul><ul><li>Within Business, most common place for BA or BA type position </li></ul></ul><ul><ul><li>Small company solution </li></ul></ul><ul><ul><ul><li>No BA: either a PM, Department head, or SME </li></ul></ul></ul>
  • 10. Functional Overlap between PM and BA <ul><li>From a project lifecycle perspective, the majority of the functional overlap comes at the initiating and planning phase of projects. There is then a smaller portion while the project is conducted. </li></ul><ul><li>Project Initiating &amp; Planning </li></ul><ul><ul><li>Enterprise Analysis – Business Case Development </li></ul></ul><ul><ul><ul><li>What is the need </li></ul></ul></ul><ul><ul><ul><li>How much is it going to cost </li></ul></ul></ul><ul><ul><ul><li>What is the Return </li></ul></ul></ul><ul><ul><li>Project Scope </li></ul></ul><ul><ul><ul><li>Detailing the need </li></ul></ul></ul><ul><ul><ul><li>What is needed in terms of resources </li></ul></ul></ul><ul><li>During Project </li></ul><ul><ul><li>Requirements Management </li></ul></ul><ul><ul><ul><li>Ownership of requirements after project kick off </li></ul></ul></ul><ul><ul><ul><li>Handling change, matching change to requirements document </li></ul></ul></ul>
  • 11. The Real Problem: Cultural – Rule of the Shop <ul><li>Product Management Position was first </li></ul><ul><li>Project Management position is in the leadership role </li></ul><ul><li>Culturally, the Position takes on “top dog” status </li></ul><ul><ul><li>Problem: what does the position do and what does it delegate </li></ul></ul><ul><ul><li>Too much of the time the PM is doing things they should be delegating </li></ul></ul><ul><li>What PM fears </li></ul><ul><ul><li>PM is concerned BA will put extra costs and time on the project </li></ul></ul><ul><ul><ul><li>PM sees BA as aligned with stakeholder and wanted “everything and the kitchen sink” </li></ul></ul></ul><ul><ul><ul><li>PM sees BA pushing the project schedule out beyond delivery dates </li></ul></ul></ul><ul><li>The SDLC is getting specialized: </li></ul><ul><ul><li>BA role was demanded based on: </li></ul></ul><ul><ul><ul><li>Projects not delivering what was wanted/needed </li></ul></ul></ul><ul><ul><ul><li>PM not having enough time to do detailed upfront analysis </li></ul></ul></ul><ul><ul><ul><li>Stakeholder not having enough time to do detailed upfront analysis </li></ul></ul></ul><ul><ul><ul><ul><li>Stakeholder not knowing what is actually needed </li></ul></ul></ul></ul>
  • 12. The Real Problem: Cultural – Classic case of P&amp;L versus what is being delivered <ul><li>The problem goes back to the profile of each position: </li></ul><ul><ul><li>PM is cut from a General Manager or accounting mold </li></ul></ul><ul><ul><li>BA is cut from a Product Manager or power user mold </li></ul></ul><ul><li>Each mold has different perspective on positive outcome </li></ul><ul><li>PM and BA not working together have different perspective on positive outcome of a project </li></ul><ul><ul><li>PM wants project on time and on budget </li></ul></ul><ul><ul><li>BA wants utilization of what is built and greater efficiency </li></ul></ul><ul><li>Which is more important? </li></ul><ul><ul><li>Neither- both are important </li></ul></ul><ul><li>Which position is more important? </li></ul><ul><ul><li>Neither- both are important </li></ul></ul>
  • 13. What Industry Wants from BA / PM <ul><li>BA role is here to stay, it is not a flash in the pan </li></ul><ul><ul><li>Major investment in training and certification by mid-size and large companies started in 2005 and continues </li></ul></ul><ul><ul><ul><li>Wants the translation skills </li></ul></ul></ul><ul><ul><ul><li>Wants the domain knowledge of systems and company goals within IT </li></ul></ul></ul><ul><ul><ul><li>Needs position for outsourcing &amp; feels BA makes outsourcing work </li></ul></ul></ul><ul><ul><ul><li>Looking for leadership roll with stakeholder needs management </li></ul></ul></ul><ul><ul><ul><ul><li>Helping the stakeholder understand what they need compared to what is really needed and to resources organization already has </li></ul></ul></ul></ul><ul><li>PM role is here to stay and it is growing </li></ul><ul><ul><li>Increased investment in project management skills down the food chain </li></ul></ul><ul><ul><ul><li>Wants all positions to understand project management so they can participate in the project better </li></ul></ul></ul><ul><ul><ul><li>Wants PMP and higher to work at strategic and leadership level, while getting out of the detail </li></ul></ul></ul><ul><ul><li>Big push for new models outside of Waterfall </li></ul></ul><ul><ul><ul><li>Agile and others </li></ul></ul></ul>
  • 14. What We are Seeing in Industry <ul><li>A lot of BA role out is coming out of PMO office </li></ul><ul><ul><li>PM is controlling BA function </li></ul></ul><ul><ul><li>Keeping it within standard and function of PMO </li></ul></ul><ul><ul><li>Good and bad </li></ul></ul><ul><li>A lot of BA is coming out of Business Domains </li></ul><ul><ul><li>Business pushing for more visibility in IT projects </li></ul></ul><ul><ul><li>Better functionality of systems </li></ul></ul><ul><ul><li>Good and bad </li></ul></ul><ul><li>A lot of functional stove piping </li></ul><ul><ul><li>fiefdoms being built </li></ul></ul><ul><ul><li>Builds mistrust that will lead to inefficiency </li></ul></ul><ul><li>PM adding BA skills </li></ul><ul><ul><li>Mandatory for smaller companies </li></ul></ul><ul><ul><li>Not optimum solution </li></ul></ul>
  • 15. Best Practices from Industry <ul><li>If possible, embrace BA role as a separate function within SDLC </li></ul><ul><ul><li>Scheduled and overseen as part of project but professional requires different skill set than typical PM </li></ul></ul><ul><li>PM and BA need to partner during Project Initiation </li></ul><ul><ul><li>PM needs to see BA as a partner and understand there is more to understanding the need than meets the eye. Also, PM needs to be willing to review and not just do upfront work </li></ul></ul><ul><li>BA needs to understand all work comes at a cost </li></ul><ul><ul><li>Upfront requirements work requires a time investment which has a cost, they need to be willing to work within PM schedule and make schedule </li></ul></ul><ul><li>PM should get cross trained in BA work to understand process to monitor and cost plan for it correctly </li></ul><ul><li>Tools, templates, and a process are critical to success. There is no tool magic with BA and watch out for process tied to tools </li></ul>
  • 16. Summary <ul><li>SDLC is becoming a critical component of business success </li></ul><ul><li>PM and BA roles are separate functions governed by two industry bodies </li></ul><ul><li>The BA role is new but gaining acceptance quickly </li></ul><ul><li>PM and BA have different personality and skill profiles, it is possible for one person to do both but not scalable </li></ul><ul><li>PM and BA interaction has been dysfunctional, especially during project initiation, some mistrust, and a lot of roll confusion </li></ul><ul><li>There is not a standardized best practice around BA and PM roles, so industry is making it up on the fly </li></ul><ul><li>PM must accept the BA role and plan accordingly </li></ul><ul><li>Industry requires project to be on-time and on budget but also usable. The BA is all about making project outcomes usable </li></ul>
  • 17. <ul><li>Thank you </li></ul><ul><li>Follow us! </li></ul><ul><li>Twitter: @ASPE_SDLC Blog: www.aspe-sdlc.com/blog </li></ul>

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