Project Managers and Business Analysts, Frenemies?
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This presentation explores the confusion and conflict that occurs much too often between project manager and business analyst roles. Confess! It has happened to all of us. Who should interact with stakeholders? Who is accountable for scope? Who manages issues? Who drives for success? What is success? Project managers and business analysts seem to be frenemies too often. How can project managers and business analysts work together productively, happily, and effectively for success?
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Project Managers and Business Analysts, Frenemies?
- 1. 11 Canal Center Plaza, Alexandria, VA 22314 T 800.663.7138 F 703.684.5189 www.robbinsgioia.com Project Managers and Business Analysts Frenemies? 04/13/2015
- 2. Confidential and Proprietary ©2015 Robbins-Gioia, LLC Typical Perspectives 2 TIME COST
- 3. Confidential and Proprietary ©2015 Robbins-Gioia, LLC History • Founded in 1969 • Authored the PM Body of Knowledge As of 2013: • 435,670 members • 269 chapters in 193 countries • 552,977 PMPs (Project Management Professionals) • Founded in 2004 • Authored the BA Body of Knowledge As of 2013: • > 28,000 members • > 110 chapters • 3,003 CBAPs (Certified Business Analysis Professionals) 3
- 4. Confidential and Proprietary ©2015 Robbins-Gioia, LLC 52%48% Project Management Men Women Salary and Gender – North America / US 4 41% 59% Business Analysis Men Women $5,800 $6,000 $6,200 $6,400 $6,600 $6,800 Men Women Project Manager Average Monthly Salary $6,050 $6,100 $6,150 $6,200 $6,250 Men Women Business Analyst Average Monthly Salary
- 5. Confidential and Proprietary ©2015 Robbins-Gioia, LLC Knowledge Areas Seem Distinct 5 Project Management Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communication Management Risk Management Procurement Management Stakeholder Management Business Analysis Business Analysis Planning & Monitoring Elicitation Requirements Management & Communication Enterprise Analysis Requirements Analysis Solution Assessment & Validation
- 6. Confidential and Proprietary ©2015 Robbins-Gioia, LLC Processes Show Some Overlap Define Solution Scope / Define Business CaseCollect Requirements / Define Scope Manage Solution Scope & RequirementsValidate Scope / Control Scope Conduct Stakeholder Analysis Identify / Plan / Manage / Control Stakeholder Engagement Plan Business Analysis CommunicationsPlan Communication Management Communicate Requirements Manage Communications / Control Communications Define Assumptions and ConstraintsIdentify Risks / Plan Risk Analysis Project Management Business Analysis
- 7. Confidential and Proprietary ©2015 Robbins-Gioia, LLC When We Look atTechniques . . . 7 BA TechniquesPM Techniques Over 55% of techniques are common PM BA
- 8. Confidential and Proprietary ©2015 Robbins-Gioia, LLC So, PM and BA Roles Are Confused and Confusing . . . 8
- 9. Confidential and Proprietary ©2015 Robbins-Gioia, LLC PM and BA Perspectives Are Not the Same 9
- 10. Confidential and Proprietary ©2015 Robbins-Gioia, LLC • Role clarity • Peer relationship • Appreciation • Mutual respect and trust • Ability to communicate and negotiate The Ideal Scenario 10
- 11. Confidential and Proprietary ©2015 Robbins-Gioia, LLC • Role conflict is real; it isn’t usually a personality conflict • First things first • The industry isn’t helping (yet) • BOTH roles are essential • PMs and BAs are gift to each other! Ways to Get to the Ideal Scenario 11
- 12. Confidential and Proprietary ©2015 Robbins-Gioia, LLC • Provide cross training • Move teams together • Provide team recognition and rewards • Compromise • Manage risk • Over-communicate • Be aware of perceptions More Ways to Get to the Ideal Scenario 12
- 13. Confidential and Proprietary ©2015 Robbins-Gioia, LLC Questions? 13
Editor's Notes
- 4
- Successful project Sponsor vs. stakeholder / end user perspective Perception of risk / risk tolerance Peer v. hierarchical relationship Bas as “junior” PMs? PMs as potential BA candidates? PMs focus on process; BAs focus on content
- Have a common understanding of project methodology with true role clarity Consider each other peers Appreciate each other’s tasks and contributions Establish mutual respect and trust Develop a true ability to communicate and negotiate
- Understanding: That “assuming” won’t work That the role conflict exists and is heightened by the professional role definitions That the problem is very likely not the personalities of the individuals in the roles That the problem has evolved as the industry has evolved That both roles are essential to project success That the BA is the PM’s greatest gift, and That the PM is the BA’s greatest gift That you must work out the operating principles and rules with each other before the project begins
- Deliver cross training to engender role appreciation. Forge two person PM / BA teams who can move together from project to project. Cultivate PMs and BAs who excel at their role. Advocate for them. Reward collaboration and team performance, rather than individual performance. Emphasize, understand, and embrace compromise. Emphasize, understand, and embrace risk management. Over-communicate. Over-communicate. Over-communicate. Stay ever mindful of role overlaps and how each role perceives those areas.