Slides from the keynote presentation 'Busting Project Manager and Business Analyst Silo Mentality', as presented by Joe Newbert at PMI MENA Conference 2018. Presentation abstract Is the scope focussed to enable the right activities? Is the budget sufficient to reap the desired benefits? Is the schedule designed to cement the organisational change? Delivering stakeholder quality by navigating through these constraints is an imperative for every business in this modern age — an age that’s bringing ever-increasing customer expectations, business risks and project pressures. This talk explores the relationship between project managers and business analysts, and considers how these leadership roles can better collaborate to provide the strategic and tactical expertise required by organisations today. Key takeaways What you’ll learn: Past, present and future narratives of industry and organisations New definitions and considerations for business and project success Current role dynamics and future collaboration opportunities Actions to build strong working relationships and drive team cohesion Whether you’re a project manager, business analyst or a hybrid of the two, this talk will unpack common challenges facing business change and spell-out the transformation needed to deliver project leadership through excellence and innovation. Event details What, when and where it happened: PMI MENA (Middle East and North Africa) Conference 3-4 November 2018 Kuwait City, Kuwait and Manama, Bahrain About the speaker Joe Newbert is a trainer, writer, speaker and business consultant, with a focus on successful business change through performance improvement. He is the Managing Director at Business Change Academy and founder of Inter-View.Report.  For more than 20 years, Joe has been working and managing teams on over 100 projects, across five continents, helping organisations and individuals to leverage the benefits of business analysis, solution development and change management for enduring results. Newbert’s other projects include the creation of the hands-on business consulting toolset Sketchnalysis, and Pragnalysis, a resource hub that provides practical guidance for business analysts, project leaders and change managers. When not enabling business change, you can usually find Joe out in the wilderness, running a trail somewhere.

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Busting Project Manager and Business
Analyst Silo Mentality
PMI MENA Conference
Presented by Joe Newbert
4/5 November 2018

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02 About Your Speaker
Joe Newbert
Managing Director
Business Change Academy
Busting Project Manager and Business Analyst Silo Mentality
www.businesschange.academy
Email: joe.newbert@bcmg.co.za
Twitter: @newbert
LinkedIn: /in/newbert

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03 What We’ll Cover
This talk explores the relationship between project managers and business analysts,
and considers how these leadership roles can better combine to provide the
strategic and tactical expertise required by organisations today.
You’ll learn:
• Past, present and future narratives of industry and organisations
• New definitions and considerations for business and project success
• Current role dynamics and future collaboration opportunities
• Actions to build strong working relationships and drive team cohesion
Busting Project Manager and Business Analyst Silo Mentality

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04 Thinking Industry Revolution
Busting Project Manager and Business Analyst Silo Mentality
AGRICULTURAL
AGE
INDUSTRIAL
AGE
INFORMATION
AGE
CONCEPTUAL
AGE
Farm
Worker
Knowledge
Worker
Creative
Worker
18th Century 19th Century 20th Century 21st Century
Affluence,Technology,Globalisation
Factory
Worker
Millenia
Centuries
Decades
Years

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05 Plotting Role Progression
Busting Project Manager and Business Analyst Silo Mentality
Request receiver
Programme labour
Surrogate SME
Business scribe
Needs translator
Project courier
Information facilitator
Systems analyser
Logical reasoner
Intuitive empathiser
Pattern recogniser
Meaning maker
1.0 2.0 3.0 4.0

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SCOPE
NEED
06 Identifying Competing Focus
Project management must be
tactically managed, focused on
enabling operational capability
Busting Project Manager and Business Analyst Silo Mentality
Business analysis must be
strategically managed, focused on
achieving business result
Quality
Stakeholder

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07 Acknowledging Delivery Tensions
Busting Project Manager and Business Analyst Silo Mentality
Project Manager
• The deadline has been agreed and the
analysis is taking too long
• The scope has been defined and the
deliverables have been agreed
• The budget is allocated and there are
programmers waiting for work
Business Analyst
• The change needs to be understood to
determine if the deadline is valid
• The solution needs to be specified to ratify
the solution needed
• The need to be and to assess the value to
be delivered improvements expected.

8. 8
08 Finding Common Ground
Busting Project Manager and Business Analyst Silo Mentality
SCHEDULE
What tasks are needed to
deliver the transition?
Business
Objectives
Need
Scope
VALUE
What improvements are needed to
satisfy the stakeholder?
SOLUTION
What deliverables are needed to
provide the capability?
TRANSFORMATION
What activities are needed to
shift the organisation?
INVESTMENT
What resources are needed
to forecast the budget?
REQUIREMENTS
What aspects are needed to
enable the operations?

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09 Guiding Business Change
Busting Project Manager and Business Analyst Silo Mentality
Define project and
prepare business
case
Align strategy,
environment and
architecture
Design detailed
business change
projects
Implement, test and
operationalise
change
Realise and
measure business
benefits
BUSINESS CASE

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10 Shaping Solution Requirements
Busting Project Manager and Business Analyst Silo Mentality
Need
• Determine the objectives, and
business, stakeholder, solution and
transition requirements
• For example, constraints, policies,
functional and quality of service
requirements, management
information and data migration
Scope
• Firm the scope in terms of business
boundaries, solution activities and
project deliverables
• For example, geographies, channels,
customers, products, departments,
processes, roles, applications and
artefacts

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11 Planning Transformation Schedule
Busting Project Manager and Business Analyst Silo Mentality
Change
• Assess the feasible options in terms
of cultural fit and organisational
readiness
• For example, structures,
empowerment, roles, knowledge,
skills, attitudes, implementation
approaches
Time
• Breakdown the realistic work activities,
allocate roles, estimate effort and link
dependencies
• For example, workshops, project
initiation, requirements and design
documentation, implementation and
training

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12 Ensuring Investment Value
Busting Project Manager and Business Analyst Silo Mentality
Benefit
• Analyse the achievable Critical
Success Factors and Key
Performance Indicators
• For example, increased revenue,
reduced costs, improved customer
service, legislative compliance
Cost
• Baseline the credible tangible costs,
intangible costs, recurring costs and
non-recurring costs
• For example, resources, consulting
fees, hardware, software,
infrastructure, disruption, loss in
productivity

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13 Approaching Solution Options
Busting Project Manager and Business Analyst Silo Mentality
Process
People
ORGANISATION
Structure, responsibilities,
boundaries, resources,
relationships
PROCESS
Complexity, sensibility,
communication, efficiency,
redundancy
PEOPLE
Recruitment, training,
appraisal, development,
motivation
INFORMATION TECHNOLOGY
Accessibility, integration,
usability, adaptability, scalability

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15 Dovetailing Key Competencies
Busting Project Manager and Business Analyst Silo Mentality
Specifies the scope from a
solution perspective
DEFINITION
Transforms the solution scope
into a workable plan.
Handles the expectations of the
solution capabilities
ENGAGEMENT
Communicates the project
progress and delivery status
Manages the business users
through the change cycle
LEADERSHIP
Orchestrates the project team
members through the phases
Analyses risks, assumptions
issues and dependencies
MANAGEMENT
Removes barriers, reduces
likelihood and mitigates impact
Assesses requirements change
and traceable impact
CONTROL
Handles project scope and
facilitates change approval
Develops the solution meeting
needs and realising benefits
DELIVERY
Implements the project on
schedule and within budget
Business Analysis Project Management

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15 Collaborating Projects Forward
Busting Project Manager and Business Analyst Silo Mentality
Embrace the difference of the two roles, recognise their inter-dependence and
appreciate their supporting responsibilities
Work together from the beginning, building on one another’s strengths to develop
a mutually respected working relationship
Share a common language, develop a deep understanding and recognise each
other’s complimentary perspectives
Rally around business and project objectives, present a united stakeholder front
and hold firm that it’s the organisation that matters
Continually review how the relationship is progressing, keep on building
personal rapport and focus on busting the silos.

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16 Real-World Results
Busting Project Manager and Business Analyst Silo Mentality
Business Change Academy
Business Change Academy provides accredited qualifications +
short courses for professionals seeking internationally
recognised best-practice competencies. Our proven approach
empowers people with knowledge, skills and abilities — that are
modern, practical and relevant — to improve on-the-project
performance.
Web: www.businesschange.academy
Email: team@bcmg.co.za
Twitter: @businesschange
LinkedIn: /company/businesschange