BA and PM Colloboration

SYSTEMS+
BUSINESS ANALYST
AND
PROJECT MANAGER
COLLABORATION
ASHEESH VASHISHT
© Systems Plus

© Systems Plus
LETS START
2
How would you like session to be?
2 Mins
Here is my rhythm and check my beat
Fun…
We got your rhythm and here is your beat 2 Mins
Let start

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What are you looking for?
3

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OBJECTIVES
4
I d e n t i f y w h y c o l l a b o r a t i o n b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e
p r o j e c t m a n a g e r i s k e y.
1

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OBJECTIVES
5
p r o j e c t m a n a g e r i s k e y.a
E x a m i n e t h e f u n d a m e n t a l s o f a n i d e a l p a r t n e r s h i p b e t w e e n t h e
b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r.
2

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OBJECTIVES
6
a
a
E x p l o r e t h e i m p o r t a n c e o f c o l l a b o r a t i o n o n s c o p i n g b e t w e e n t h e
3

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OBJECTIVES
7
a
a
a
D e t e r m i n e t h e e s s e n t i a l s f o r c o l l a b o r a t i o n b e t w e e n t h e b u s i n e s s
a n a l y s t a n d t h e p r o j e c t m a n a g e r d u r i n g t h e d e v e l o p m e n t a n d
t e s t i n g p h a s e .
4

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OBJECTIVES
8
a
a
a
a
D i s c o v e r t h e a r e a s o f r i s k t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t
m a n a g e r s h o u l d c o l l a b o r a t e o n .
5

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OBJECTIVES
9
a
a
a
a
D i s c o v e r t h e a r e a s o f r i s k t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t
m a n a g e r s h o u l d c o l l a b o r a t e o n .
a
I d e n t i f y t h e f u n d a m e n t a l s f o r c o l l a b o r a t i o n b e t w e e n t h e p r o j e c t
m a n a g e r a n d t h e b u s i n e s s a n a l y s t o n s c o p e m a n a g e m e n t a n d
c h a n g e .
6

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LETS START
10
A l l P r o j e c t M a n a g e r s o r a s p i r i n g
p r o j e c t m a n a g e r s r a i s e t h e i r h a n d s
A l l B u s i n e s s a n a l y s t s o r a s p i r i n g
B u s i n e s s a n a l y s t s r a i s e t h e i r h a n d s
A l l D e v e l o p e r s o r a s p i r i n g d e v e l o p e r s
r a i s e t h e i r h a n d s

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QUESTIONS BEFORE DEEP DIVE
11

THE BASICS
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What is the difference between project and product?
12
Project
 Temporary endeavour taken to
product a product, result or
services
 Has begin and end date
 Project requirements
 One-Off Delivery
 Stages : Initiation- Planning-
Execution-Monitor & Control -
Closing
Product
 It is designed to continually create
value for customers by solving their
problems
 Permanent – till decommissioned
 Evolving customer needs
 Continuous improvements
 Stages: Market Introduction- Market
Growth- Market Maturity – Decline and
Saturation

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GAME
13
Let's Play…
Making a Hat
Make a hat that sits on my head and covers my head
Team composition
BA/PM/QA/DEV (You choose)
Customer
Asheesh Vashisht
Requirement
No Adhesive
Nothing extra other than pens given should be used
5 Mins
Two PMs please come forward
Do you need BAs in the team, if yes select

THE BASICS
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What is Scope creep and Gold plating
14

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PROJECTS
Why Project fails?
#1 Scope Creep
# 2 Overallocated resources
# 3 Poor Communications
# 4 Bad Stakeholder
management
# 5 Unreliable estimates
15
# 6 No Risk Management
# 7 Unsupported project culture
# 8 Accidental project manager
# 9 Lack of team planning
sessions
# 10 Monitoring and Control

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PROJECTS
Why Project fails?
 Lack of stakeholder engagement and involvement including
sponsors engagement and they having clear vision and
objective
 Changing priorities
 Changing requirements
16

ROLES
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PM BA
 Responsible for Delivering the
work of the project
 It includes defining work and
delivering work with in define
triple constraints
 Responsible for what project
delivers is valuable and meets
the needs of the customer and
business
Risk of building
the wrong thing
Risk of running into
schedule and budget
issues
Awesome duo
–provides
project balance
to succeed
PM BA

© Systems Plus
GAME
18
Let's Play…
Construction of the house
I am moving to Pune with my family and need to build a house
Team composition
BA/PM/QA/DEV
Customer
Asheesh Vashisht
Requirement
No Adhesive
Nothing extra other than pens given should be used
5 Mins

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GAME
19
Were following questions asked/Thoughts
How many people are there in the house?
Are you married?
Do you have pets?
Do you work from home?
Does guest come to your home regularly
What is kind of budget you have?
Do you have a time line for this?
What kind of resources required?
What is statutory and legal needs?
Make or buy decision?
Sub Contractor or in house?

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SUCCESS FACTORS OF PROJECT
20
What are the success factors of Project

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SUCCESS FACTORS OF PROJECT
21
COLLABORATION
Working together to create
something new in support
of a shared vision.
It is important in networks
where individuals exchange
relevant information and
resources in support of each
other’s goals, rather than a
shared goal.

COLLABORATION
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PM and BA Manage Stakeholders, communications,
risks, and scope to
Build trust with Stakeholders
Reduce Risk
Engage Stakeholder
Foster an environment for stakeholder management
Helps entire team to focus on the project’s outcome

OVERLAP
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 Scoping and planning
 Better detailed requirements
 Better estimates
 Involve the right stakeholders
 Communications
 Strategize key messages for various team members and stakeholders
 Communicate a consistent message that uses team and stakeholders
time effectively
 Stakeholder relationship and management
 Create trusting and engaging relationship with project stakeholders
 Risk Management
 Discuss the risk and work through the mitigation and response plans

TRIPLE CONSTRAINTS
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Cost Schedule
Scope/Features
PM and BA collaborate to understand which of the triple constraints' areas are the
most important
Cost Schedule
Scope/Features
Quality
Quality
What is Triple Constraints?

PARTNERSHIP
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What is an ideal partnership?
Typically touch base with the PM first thing in the morning to see what's on his/her
mind as priorities for the day. Discuss the meetings scheduled, who the stakeholders are
in those meetings and the meetings goals, and make decisions on adjusting any
meetings to make the stakeholder interactions positive.
Also discuss the previous day's stakeholder interactions and other updates from the last
day or so. Throughout the day run into each other a few times and see how you can
support one another with key messages to others and being consistent in your actions
and priorities.

QUESTIONS
© Systems Plus 26
Do you have any ?
At what level BA and PM
Collaborate?

COLLABORATION
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Portfolio Level Scope Level Estimation and planning Level
Requirement and Analysis
level
Implementation
Level
Development and Testing
Level

PORTFOLIO LEVEL COLLABORATION
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 Define project goals related to strategic goals of organization.
 Define the value proposition for the impacted stakeholder group or customers
 PM and BA may be assigned to work at portfolio level
 Determine measurable goals and
objectives to help chart the course,
keep the scope tied and aligned to
measurable outcome
 Define what capabilities are missing
to meet these goals ( might be new
innovations, new process, new
behaviour etc)
 Defining the problem or opportunity
statements
 Define the value proposition for the impacted
stakeholder group or customers
 Look at feasibility of the approach(Cost
related, technical , schedule related or
business related) (Cost feasibly, - ROI, NPV,
Business case etc, @ minimum look at how
project will increase revenue , reduce risk or
cost, likely cost and likely benefits)
PMBA
Common

SCOPE LEVEL COLLABORATION
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 Managing Scope Creep
 Project Scope – Work to be done
and resources required for it
 Product Scope – Looks at from
functional goals point of view
 Technical Scope – Works with
technical lead for technical
specification, technologies required
 Functional Scope – Manage the
functional scope
 Organizational Scope – Related to
the project
 Project Scope – Provides inputs from
other areas
 Product Scope – Looks at it from
functional and technical point of view
 Technical Scope – Information only
 Functional Scope – Provides inputs
from other areas
 Organizational scope - Involves
understanding of what locations, units or
groups of organizations are impacted.
PMBA
Common

ESTIMATE AND PLANNING LEVEL COLLABORATION
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 Plan what the product is
 What outcome are expected and from whom
 Big picture of the product and next focus area
 Defines Project
 Plans Estimates and dependencies
 Requirements management plan
(How requirements will tracked and
approved)
 Defines product
 Plans based on business analysis
process
 Business Analysis plan (deliverables,
timelines, Stakeholders)
PMBA
Common

REQUIREMENTS AND ANALYSIS LEVEL COLLABORATION
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 Focus on high priority requirements
 Collaboratively report status on activities and towards completion of the
milestones, not completion of a document
 Collaborate on approval of requirements
 Manage vendors, planning
resources, and facilitating the work
activities of the team
 What needs to be documented
 Requirements plan changes
 New Stakeholders are needed
 Analysis shows complexities and risks
to delivering the intended value
 Transparency with PM on requirement
changes
PMBA
Common

DEVELOPMENT AND TESTING LEVEL COLLABORATION
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 Collaborate with developers - Ensuring right priorities and shared understanding.
 Communicate what and why to delivery teams
 Testing - PM makes sure Budget and
Schedule are used correctly
 Project deliverables and Triple
constraints
 Testing: BA provides critical context
and dialog to help focus testing area
 Product features and value
PMBA
Common

IMPLEMENTATION LEVEL COLLABORATION
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 Transition requirements – what is required to move from current to new state
 Define what data needs to be taken
 Communicate the changes to the intended group
 Readiness of the customer/User
 Go/ No-Go decision
 Plan for the load of the data to be
updated
 Train the user on usage of product
 Analyses the value of the data to be
taken
 Train the user on product value
PMBA
Common

OVERLAPPING ROLES
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Communications
PM feels like sometimes it takes saying something 20
times before it's heard and PM leverages BA to help
communicate some of these messages too.
 They communicate things like
 Share understanding of requirements and
intent
 Highest priorities
 Timelines
 Detailed communications
Risk Management
 Three main areas of risks while collaborating
 Stakeholder involvement
 Risk of building the wrong things
 Risk to schedule
 3 Areas BA and PM work together
 Identify and mitigate or manage risk of
stakeholder engagement
 Analyse context , stakeholders, and the
organization to ensure the project purpose and
accuracy
 Be transparent in activities and status
including impediments

OVERLAPPING ROLES
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Stakeholder Mgmt.
 Managing stakeholder is shared responsibility
between PM and the BA
 The areas they work together are:
 Roles of each stakeholder and expectations
 Stakeholder's influences
 Connection with project and cause of project
stress
 Current mindset about project and time
invested
Scope Mgmt.
PM’s biggest fear of BA is scope creep.
 PM and BA Manages the changes by
 Identify the change
 Discuss feasibility
 Discuss the project needs
 Discuss the impact to the quality, scope, budget and
schedule
 Bring options and decision for leaders to make
 All of the above can organized by
 Change log and decision log
 Change intake checklist
 Traceability matrix to determine which requirements
tie to which outcome, teams, designs and test

ADVANTAGES AND DISADVANTAGES
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 Better role definition and focus
 Explicit communication
 Bigger pool of ideas/opinions,
/perspective
 Better resource allocation and back
up
 Allows fast tracking of project
 If done right, can enhance the team
performance
 Quick communications
 Seeing the whole picture
 Can be efficient if person has
experience in both
 Can be very efficient for agile projects
2 People,
1 hat
1 person,
2 Hats
 Lack of communication
 Only one point of view
 Unbalanced experience leads to
biased behaviour
 Less efficient in managing
accountability
 Often hard to switch hats
 Slower communication
 If not done well, can lead to conflicts
and confrontations
 Unbalanced experience can lead to
unbalanced role performance
 May slow down assembling the team

BEFORE WE CLOSE
© Systems Plus 38
Question for all?
Any Questions?
What are the things you keep in mind when you do
a scope or requirement gathering

SCOPE CHECKLIST
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Context and Needs
Value Analysis
Ambiguity and
Change
Stakeholders
Users
Business Process
Data

SCOPE CHECKLIST
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 What is the problem/opportunity we are trying
to solve?
Context and Needs
 Who are we trying to solve the
problem/opportunity for?
 How does this problem/opportunity impact the
end customer?
 How confident are we that we understand the
root cause?
 What options and alternatives have been
discussed?
 Is the project looking to change customer
behaviours?
 Is the project looking to change internal user
behaviours?

SCOPE CHECKLIST
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 Are we looking to reduce costs? In what
ways? And for whom?
Value Analysis
 How will it be measured?
 Are we looking to increase revenue?
 What business outcomes are we looking to get?
 Are we looking to be more competitive? In what
ways?
 Are we looking to save someone time?
 Are we looking to provide something to customers
that they don’t currently have today?
 Are we looking to improve the customer
experience with the organization, service, or
product? In what ways and how will it be
measured?
 Are we looking to simply meet a compliance
requirements? Or meet it better than competitors?
Or meet it while improving the touch point with
customers?
 Are we looking to reduce risks? Which risks?

SCOPE CHECKLIST
© Systems Plus 42
 What are the major assumptions we or the
stakeholders are making?
Ambiguity and
Change
 What are the major risks from the perspective
of the various teams involved?
 What hypothesis do we have about the project
goals?
 What experiments need to be done to learn and
reduce ambiguity?
 What is most likely to change during the project?
(For example: requirements, regulations,
stakeholders, technology, strategy, external
parties)

SCOPE CHECKLIST
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 Who is the sponsor? How engaged and
available are they?
Stakeholders
 Is the sponsor’s vision clear?
 What groups will be impacted and how? Where
are they located?
 What groups and users will need to change, and
how?
 What groups and users will see or experience
something different as a result of the project?
 What external organizations, vendors, experts,
and government bodies need to be consulted?
data?
 What end-customer touchpoints may change or
are at risk?

SCOPE CHECKLIST
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 Will any users see or experience any differences in
their interactions with the technology or process?
Users
 List the users and the specific changes.
 What business processes are impacted, and how?
 What users and user interactions/goals will
change?
 Are there new rules that will impact the process?
 What technologies are known to be part of these
business processes?
Business Process
 Are job descriptions or responsibilities changing
for anyone?
 Is there any new data needed to make the process
successful?
 Is any new data needed to be transmitted outside
the organization?
Data
 Is any new data coming into the organization?
 Are there any expected changes to existing data?

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