The document describes a survey conducted on the role of a portfolio business analyst. It provides background on why the survey was conducted and the sources used to design the survey. It then summarizes the results which identify valuable previous experience, qualifications, key responsibility areas, and competencies for the role. The top three key responsibility areas identified were business analysis/planning and elicitation, benefits modelling, and benefits tracking and communication. The top competency areas identified were business/analytical skills, interpersonal skills, and personal attributes.

1. Results of survey on the role of:
Portfolio Business Analyst
www.pi3.co.za | +27 21 7955 130 | spike@pi3.co.za

2. Why this survey?
 A number of organisations have appointed fulltime portfolio
analysts to support the business in developing the business case,
modelling benefits, and tracking benefits realisation
 The skills and competencies required for this role have not
been fully mapped, though a number of professional bodies
including:
IPMA (project management)
IIBA (business analysis)
ACMP (change management)
make reference to such skills and competencies in their
competency models.

3. Sources for survey design
The survey draws upon a ‘straw man’ view of Key Responsibility Areas
and competencies for the role derived from:
 LinkedIn discussion - this link is available to members of the
‘Benefits Management Group’ on LinkedIn
 IIBA – review of competencies for BAs
 P3O and MSP process descriptions
 PiCubed / CITI experience in working with clients with portfolio
offices… see www.pi3.co.za and www.citi.co.uk

4. Terms used
 The role name was stated as:
Portfolio business analyst
(It’s clear from discussion on LinkedIn that there are a number of
different names for this role…)
 The purpose of the role was stated as:
To elicit, model, and document the benefits, costs and risks in a format
which allows the evaluation of likely ROI, and to assist the planning and
follow-through of benefits realisation activities.

5. Who took part?
 20 respondents from South Africa, UK, Ireland, Canada
and Australia
 Named job titles of people who took part
(not a mandatory field – so not always completed. Useful in
showing who was interested in this topic)
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•
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Consultant
Project portfolio business analyst
Value engineering/analyst
Project manager
Executive: planning and direction
Continuous improvement specialist (senior)
Benefits facilitator / management consultant
Managing director
Business analyst
Benefits and business case consultant

6. Results: Previous role experience
Rank in order of importance what previous role experience you think
is valuable for the role of portfolio business analyst
Most important to least important
•
•
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Business analyst
Financial analyst
Portfolio manager
Project manager
Change manager
PMO role
Other roles cited by respondents
• Core business role in a functional area or
specialty. SCM, EHS, operations, etc.
• Systems analyst, resource manager,
facilitator, report writer
• Risk analyst value engineer/analyst
• Risk manager
• Data modeller
• Sponsor
• Research and modelling-based function
• Data analyst, process engineer
• Strategic planner

7. Results: Qualifications
Rank in order of importance the qualifications you think are valuable
for the role of portfolio business analyst
Most important to least important
Other qualifications cited by respondents
• Programme Management and APMG
related qualifications
• Business Administration or MBA
• Formal financial qualification
• IT or BA related qualification
• Project management qualification
• Coaching
• Facilitation
• Business modelling
• Risk modelling
• FTI IIBA Business Analysis diploma
AND
• Qualifications not as relevant as
proven competence

8. Key Responsibility Areas
KRA1: Business Analysis /
Planning and elicitation:
1. Identifies, communicates and
KRA2: Benefits modelling
1. Models benefits, evaluating potential
KRA3: Benefits tracking &
communication
1. Ensures benefits plans are adequately
manages the benefits analysis
financial returns, cost avoidance
reflected in the business cases
approach to be used on the project
figures and strategic alignment
ensuring that current versions are
2. Identifies the key stakeholders and
2. Models benefits risks providing a view
their roles and creates and agrees the
of risks and likelihood of achieving
plan of engagement
claimed returns.
3. Conducts/facilitates benefits
3. Documents benefits in a variety of
maintained.
2. Provides input to project and
programme workshops - a source of
expertise on the benefits to be
(business requirements) gathering
approaches - selecting the appropriate
achieved by projects and change
events
approach given the audience and the
initiatives.
nature of the analysis
4. Tests models with a variety of
stakeholders to improve predictability
and credibility
3. Supports the identifications of KPIs to
be used for tracking benefits
4. Assess implementation strategies to
identify their impact upon the
realisation of benefits
5. Presents information on how project
Sequenced from highest rated KRA to lowest rated.
Boxed KRA rated the most important overall.
changes impact upon ROI

9. Competencies
Competency area 1:
Business / analytical
Competency area 2:
Interpersonal
1.Conceptual thinking: 'Joins the dots'
between business ideas. Takes
information from different areas and
integrates them into a holistic
perspective.
1.Communication: Able to present ideas
and write benefits cases taking into
account the needs of the audiences.
Uses clear unambiguous
communications style.
2.Strategic and industry knowledge:
Good appreciation of business strategy.
Able to relate intentions to overall
business strategy.
2.Influencing: Confident in approach able to take even the most doubting
stakeholder on the journey towards
understanding and chasing down ROI.
3.Business understanding: Strong
financial appreciation. Understands
financial modelling principles and able
to apply this understanding in a useful
and coherent way to the analysis of
benefits.
3.Facilitation & negotiation: Identifies
the need to broker agreement between
stakeholders. Seeks out approaches to
surfacing and resolving different
agendas.
4.Problem solving: Works
systematically to identify 'root causes' to
problems & critically questions
information.
5.Planning & organising: Plans out the
analysis work ensuring that
stakeholders know what is expected of
them and when.
Competency area 3: Personal
1.Integrity & trustworthiness: Is an
honest broker. Listens and captures
various perspectives without being seen
to take up any particular agenda.
2.Clarity of thinking / attention to
detail: Champions clarity in thinking.
Hunts down the 'facts & figures' - does
not put up with assumptions when real
information can be practically found.
3.Determination/ drive for results: Is
not easily diverted even when
stakeholders are unhelpful. Will seek
out other sources of information or find
different approaches to getting
information.
4.Working effectively with others:
Clearly identifies need for further
information and guides information
providing groups on how best they can
contribute.
Sequenced from highest rated competency to lowest rated.
Boxed competency was rated the most important overall