PMProgetti Srl - Milan
Monday, 7 May - 16.15–17.30 - 1 hour, 15 minutes
Summary: This presentation aims to show how to complement the project management and business analysis disciplines, through the application of both the PMBOK® Guide and the BABOK® Guide standards. It shows how to improve the project results and the business value by mixing together the project management and business analysis competencies.Learning objectives
| Report by:
Martin Castellan, PMP
France Sud Chapter
Project management and business analysis are becoming strategic skills for many companies. Michele Maritato intended to show how these two disciplines were related and could be integrated into a virtuous circle.
Business analysis and project management are complementary and run in cycles. Just as the PMI is the learned body for project & programme management and PMBOK business analysis has its equivalents.
The IIBA (International Institute of Business Analysis) and its guide BABOK (A Guide to the Business Analysis Body of Knowledge) provide guidance for business analysts.
This presentation explores the complementary nature of these guides and institutions.
Projects are temporary whereas business needs exist before, during and after a project. Any benefits from a project are on-going and may outlive the project many times. If the benefits are not fully realised then the result may be a further project to remedy this.
The most important part of preparing a business case is elicitation where managers’ ideas are crystallised.
Requirements and business analysis exist with or without a project. There is often a conflict between the stakeholders’ demands and fulfilling them during the “mess” which is development.
The challenge is to strengthen the link between projects and business to add business value. This can be an intrinsic part of company culture, e.g. in Siemens a project manager has to act as an entrepreneur with full P+L responsibility.
Traditional project management used a customer-supplier relationship where...
- Project manager was a supplier
- Projects supplied deliverables
- The value horizon was near term
- Project management was separate from the business
...but relationships are changing to:
- Project manager is engaged and acting as a partner
- Projects support the client in delivering value to customers
- Solutions have a long term value
- Clients are partners in the project management system
This is also true for the enterprise where sales people stay with the client with a view to further work rather than moving on after selling a product.
Business analysis is a set of tasks and techniques used as a liaison amongst stakeholders to understand the structure, policies and operations of an organisation and then recommend a solution.
There’s a peer to peer relationship between the project manager and the business analyst:
- Both are leaders and accountable to the sponsor
- PM team leads the solution
- BA ensures aligns the project with business objectives
- BA must have good soft skills
- BA must be very organised because research can be infinite unless contained
During enterprise analysis, a BA:
- Does a cost benefit analysis (CBA) to ensure that the project is justified
- Establishes the business requirements during elicitation
- Manages requirements
- Communicates with the stakeholders
- Manages changes
- Assesses capability gaps
- Defines the solution scope
Requirements should be traceable:
- Where did they come from?
- Who asked for this?
Collecting stakeholders together into a workshop for group task analysis gets requirements much faster than meeting them individually. Good business analysis at the requirements stage reduces changes and rework during the project.
As a case study, Telecom Italia has hybrid PM/BA specialists which the company sees as two roles for one salary.