Separation of Dutiesmydlc.com/pmi-mn/PRES/2021B09_DutiesPMvsBA_SBeise.pdfClarify the function and role of Project Management & Business Analysis Discuss the need for segregation of

© 2011 Trissential. All Rights Reserved. © 2011 Trissential. All Rights Reserved.

Separation of Duties

Why a Project Deserves

a PM and a BA

S t e ve B e i s e E 2 D o m a i n L e a d e r, Tr i s s e n t i a l

September 11, 2012

© 2011 Trissential. All Rights Reserved. © 2011 Trissential. All Rights Reserved. 2 2

Objectives

Clarify the function and role of Project Management & Business Analysis

Discuss the need for segregation of duties

Discuss the pitfalls of combining the roles

Provide suggestions for avoidance

Offer guidance to survive the “dual role”

Discuss the industry direction and trends

Summarize the key points and learning


Essential Business Model©

Effective Strategy & Planning

Exceptional Execution

Project Health

Efficient Management PM Best Practice


E1 – Effective Strategy

Business & IT

Leadership

Technology

Architecture

Business

Architecture

Portfolio

Architecture Governance and

Decision Process

Frameworks

Determine Strategy

Coach Leaders

Manage Change

Capture Business Intention

Define Capabilities

Identify Enablers

Alignment

Technology

Readiness,

Form & Fit


E2 – Efficient Management

Portfolio

Management

Program

Management

Project

Management

Above / below the line

Enterprise resource management

Risk and change management

On time/on budget

Execution consistency

Right-sizing

Project leaders

High risk, large dollar, big impact

Program design and leadership


E3 – Exceptional Execution

Business

Analysis

Solution

Development

Quality

Assurance

Service

Management

Elicit, Validate, Represent

Quality assurance vs

Quality Control

Fit for purpose

Right the first time

Customer-focused “back office” services

Select & Implement

Custom build-it

© 2011 Trissential. All Rights Reserved. © 2011 Trissential. All Rights Reserved. 7

Roles & Responsibilities

Business

Analysis

Quality

Assurance

Requirements

Engineering

Change

Mgmt Software

Development

EM

PA TABA

Prt-M

Prg-M Prj-M

QM

QA

RMDM

SM

7

PMO Product

Development

Business

Architecture


PM & BA Context

Performance

Dashboards

Objectives

PM Processes

& Controls PM Measurement

& Reporting

Guidance

&

Priorities

Enterprise Governance

Products

Leadership/Strategic Planning

Initiate, Plan, Execute,

Monitor & Control, Close

Project Management Execution

Project Office PM Focus

Product Lifecycle

BA Focus


Universal Life Cycle


Project Management Context

Initiating

Processes Develop Project Charter

Identify Stakeholders

Planning

Processes Develop Project Management Plan

Collect Requirements

Define Scope

Create WBS

Define Activities

Sequence Activities

Estimate Activity Resources

Estimate Activity Durations

Develop Schedule

Estimate Costs

Determine Budget

Plan Quality

Develop Human Resource Plan

Plan Communications

Plan Risk Management

Identify Risks

Perform Qualitative Risk Analysis

Perform Quantitative Risk Analysis

Plan Risk Responses

Plan Procurements

Monitoring/ Controlling Processes

Monitor & Control Project Work

Perform Integrated Change Control

Verify Scope

Control Scope

Control Schedule

Control Costs

Perform Quality Control

Report Performance

Monitor and Control Risks

Administer Procurements

Executing

Processes Direct & Manage Project Exec.

Perform Quality Assurance

Acquire Project Team

Develop Project Team

Distribute Information

Manage Stakeholder Expectations

Select Sellers

Closing

Processes Close Project or Phase

Close Procurements

Source: PMI PMBOK Fourth Edition


Business Analysis Context

Enterprise

Analysis Identify Business

Need

Determine Solution

Approach

Define Solution

Scope

Develop the

Business Case

Elicitation Prepare for

Elicitation

Conduct

Elicitation

Document

Elicitation

Results

Confirm

Elicitation

Results

Requirements

Analysis Organize

Requirements

Prioritize

Requirements

Specify and Model

Requirements

Determine

Assumptions and

Constraints

Verify Requirements

Validate

Requirements

Business Analysis Planning Conduct Stakeholder Analysis

Plan Business Analysis Activities

Plan Business Analysis Communication

Plan Requirements Management Process

Plan, monitor and Report on Business Analysis Performance

Solution

Assessment

and Validation Assess Requirements

Coverage

Allocate Requirements

Determine

Organizational

Readiness

Validate Solution

Evaluate Solution

Source: IIBA: BABOK 2.0

Requirements Management and Communication Manage Solution and Requirements Scope

Manage Requirements Traceability

Maintain Requirements for re-use

Prepare Requirements Package

Communicate requirements


Roles of the Project Manager

Project

Manager

Reporter Driver

Motivator

Presenter

Communicator Task Master

Supervisor


Roles of the Business Analyst

Business

Analyst

Messenger

Advocate

Coach

Salesman

Evangelist

Detective

Interpreter

Negotiator


Skills Comparison

Communicates well

Understands SDLC

Manages

interpersonal

relationships

Negotiates

“Big Picture” thinker

Directs the project team

Helps people get things

done

Focus on time and $$

Removes issues/barriers

Possesses management

skills

Detail-oriented

Listens to people (SMEs)

Helps SMEs describe

work

Focus on “built right”

Identifies business issues

Possesses investigative

skills

PM BA

B. Carkenord, “Why does a Project need a Project Manager and a Business Analyst?”


Communication Channels

IT ManagementProject Sponsor

Development Team

PM

BA

Marketing

Accounting

Sales

Manufacturing

Business SME’s


Activity Delineation by Phase

Develop Scope

Identify &

Engage Stake-

holders & SMEs

Team

BA

Begin Project

Develop Scope

Develop Phase

Schedule &

Budget

PM

Discover

Team

BA

Verify/Reconcile

Requirements

Analyze Project

Results

Close Project

PM

Debrief

Team

BA

Identify

Business

Issues

Manage

Requirement

Changes

Ensure Budget &

Schedule

Tolerances

Manage WBS,

Issues, Project

Changes

PM

Develop

Team

BA

Create Schedule &

Cost Baseline

Gain Approval for

Scope Statement

PM

Define

With input from B. Carkenord, “Why does a Project need a Project Manager and a

Business Analyst?”

Team

BA

Elicit How, What,

Why from SMEs

Develop Detailed

Requirements

PM

Deploy

Facilitate UAT

Support

Operations

Readiness

Ensure Product

Delivery

Manage Training

Delivery

Manage

Technology &

Operations

Readiness

BA


Real World Scenarios


Prevention

Think it through

Make up your mind

Market your mindset

Just say NO! (…or at least be clear about the project risks…)

Educate your company

Career paths – a must!


Survival

Suggest more work as one role

Find a mentor!

Don’t forget which hat you wear and when

Plan for weaknesses

Don’t be judge, jury and executioner

Pace yourself

Spin both plates EVERY DAY


Industry Insights

Where does the BA role live? •Historically IT based role

•Shifting toward business

•Jury’s still out

Where is the BA role going? •Recognition

•Training/Certification - CBAP

•Career path toward Business Architect?

What are the future trends? •Beyond requirements scribe

•IIBA as household name

•Degreed programs

•Indispensable role


Industry Insights

Where does the PM role live? •Historically IT

•Shifting toward business

•EPMO?

Where is the PM role going? •Recognition

•Training/Certification

•Career path to Program Management

What are the future trends? •Beyond list making and note taking

•Degreed programs

•Art and Science critical for success


Summary

One role is not a stepping stone to the other

Each position requires different abilities

Projects need both roles for success

Don’t wait for role delineation; be a catalyst for change

If in the “dual role,” create safeguards

Business Analysis is Essential!

Project Management is Essential!


Q&A

Steve Beise, E2 Domain Leader

Trissential

[email protected]

952.595.7970


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