5_Steve Blash_AOP 2022 Blash Dual Roles_221031.pptx

1. DUAL ROLES OF
PROJECT MANAGER
AND
BUSINESS ANALYST
Steve and Greta Blash| PMI Budapest Chapter
03 11 2022
10th “Art of Projects” English-speaking,
International Project Management Conference
November 3, 2022.
https://pmibudapestevents.hu

2.  Assessing needs and project initiation
 Stakeholder identification and analysis
 Project planning
 Executing the project
 Traceability and monitoring
 Transition and sustainability
Agenda

3. Why Dual Role?

4.  Addresses needs, concerns and stakeholder
expectations
 Balances competing project constraints
 Determines the development approach
 Applies applicable processes and resources to deliver
results
What is Project Management?

5.  Determines problems, opportunities and business
needs
 Identifies and recommends viable solutions
 Elicits, documents and manages stakeholder
requirements
 Facilitates successful implementation of the result
What is Business Analysis?

7. Project Origination
Determine
Business
Need
Request
Determine
Business
Value
Select
Project(s)
(Portfolio)
Situation
Statement
Business
Case or
Solution
Statement
Project
Authorization
Strategic
Objectives
Benefit
Management
Plan

8. Initiate
&
Plan
Verify &
Validate
Develop Solution
Stakeholders
Business Case
Delivering a Solution
Benefit
Management
Plan Transition

9.  Defined at high level
 Gain agreement
 Align stakeholders
 Involves multiple stakeholders to build consensus –
Shared vision
 Includes
 Vision – Why
 Objectives – What
 Roadmap - When
Project Chartering

10.  Expands long-term vision
 Identifies features and release timeframes
 For each release, identify user stories from Story Map
 Additional detail is added as timeframe approaches
Product Roadmap
Mar June Sept Dec
Product
Development
Member Portal Retail & Inventory
Tracking
Affiliate
Marketing via
email
Promotions
Mobile App
10

12.  Identify, analyze and document who will be impacted by a
change
 Potential stakeholders
 Sponsor initiating and responsible
 Those who will benefit from the result
 Those who will use the result
 Those who will implement and support the result
Stakeholder Identification

13.  Information including:
 Identification
 Analysis and assessment
 Classification
 ??
 Should be consulted and updated throughout project life cycle
Stakeholder Register

14.  What input does a BA provide?
 What input does a PM provide?
Development of Stakeholder Register

15.  Determine project stakeholder information needs
 Define communication approach
 Tailor communications to individual recipients
 May be documented in:
 Communication management plan
 Business analysis communication plan
Plan Stakeholder Communications

16.  How does this relate to various types of stakeholders?
 PM emphasis
 BA emphasis
Development of Communication Plan

18. Planning
Alice: Which road do I take?
Cheshire cat: Where do you want to go?
Alice: I don’t know
Cheshire cat: Then it doesn’t matter
- Lewis Carroll

19.  Concentration is on the activities and project requirements, not product
requirements
 Create a Project Management Plan
 How project will be managed
 Content of subsidiary plans
 What approaches will be used
 Establish project baselines
 Scope – Scope baseline (project and product)
 Schedule – Schedule baseline
 Cost – Cost baseline
Project Manager
Key Planning Tasks

20.  Create a Business Analysis Plan
 Business analysis activities
 Define business metrics and acceptance criteria
 Create a Requirements Management Plan
 Requirements traceability
 Requirements change control
 Establish Requirements baseline
Business Analyst
Key Planning Tasks

21. Project and Product Requirements
21
•Solutions (Functional and Non-functional)
•Describe features, functions, and characteristics of the product, service, or result that will meet the business and stakeholder requirements.
•Functional requirements - Describe the behaviors of the product
•(e.g., actions, processes, data, and interactions that the product should execute)
•Non-functional requirements - Supplement functional requirements to describe environmental conditions or qualities required for the product to be
effective
•(e.g., reliability, security, performance, safety, level of service, supportability, retention/purge, etc)
Quality
Condition or criteria needed to validate the successful completion of a project
deliverable or fulfilment of other project requirements (e.g., tests,
certifications, validations)
Business
Higher-level needs of the organization (e.g.,
business issues or opportunities, and
reasons why a project has been undertaken)
Stakeholder
Stakeholder or stakeholder
group needs. Reporting
requirements.
Project
Actions, processes, or other conditions the project
needs to meet (e.g., milestone dates, contractual
obligations, constraints)
Transition and Readiness
Temporary capabilities
(e.g., data conversion and training requirements
needed to transition from the current as-is state to the
desired future state)

22. An ordered list of user-centric requirements
Product/User Story Backlog
Short description of all functionality
desired in the product
Presented in user story format
Release Backlog
Iteration/Sprint Backlog
Adaptive Backlogs

24. User Stories
 Help teams focus on that
value provided to the user.
 Suggest who will benefit
from the work and how.
 Driven by description
instead of technical
specifications to give
holistic view
User Story
Story Points

25.  Primary business analysis activity
 Process to:
 Examine details and relationships
 Synthesize information for further understanding
 Development of models to verify and validate requirements
 Allocate requirements to baseline
Analyze and Elaborate Requirements
Elicitation
Analysis
Evaluation

26. Backlog Refinement/Grooming Reprioritization
 Product owner re-prioritizes the backlog
as stories or requirements change.
 Business value determines the priority of
the changes.
 Initial user stories are often not well
defined
 Splits epic user stories
 Creates new user stories because of
newly discovered needs
 Removes or marks user stories no
longer relevant
 Updates the items in the backlog
 Improves value of user story
26
Backlog
High priority
Low priority
Item 1
Item 2
Item 3
Added item
Item 4
Item 5
Item 6

28.  Status of requirements progress
 Assessment of impact based on requirement changes
Traceability and Monitoring Requirements

29.  Verifies deliverable conformance to quality standards and requirements
 Once verified, the deliverables are input to Validate Scope for formal
acceptance
Control Quality -
Verified Deliverables

30.  What role does a PM play?
 What role does a BA play?
Verification and Testing of Requirements

32.  Rollout planning
 Data conversion
 User manual
 Training
 Support documentation
 Readiness review
 Go/No-Go decision
Solution Transition
Preparation and Deployment

33.  Identification of benefit measurements
 Establish measurement collection and analysis
 Organizational support
 Reporting of benefit realization
Sustainment and
Benefit Realization
Projects Results Usage Benefits

34.  Both PMs and BAs bring unique skills to a project
 Understanding the value of those skills is critical to fill any
existing gaps
 Collaboration of project roles is necessary
 Ensure successful delivery of solution
 Meets stakeholder expectations and strategic objectives
Conclusion

35. THANK YOU
STEVE BLASH, GRETA BLASH
steve@faciliatedmethods.com
greta@facilitatedmethods.com