The Business Analyst / Project Manager: A New Partnership for Managing Complexity and Uncertainty

259 Pages·2011·2.25 MB·English

by  Robert K. Wysocki

(continued from front flap)
$49.95 USA / $59.95 CAN
A breakthrough game plan illustrating the need for better
profile, internal organizational environment, WYSOCKI
collaboration between Project Managers and Business Analysts
and market conditions.
to maximize the value and success of every project
The Business Analyst/Project Manager answers T
such commonly asked questions as: Project failure rates are skyrocketing. Much of that failure stems from the HE THE THE BUSINESS ANALYST
scoping phase of the project, specifically requirements gathering and man-
B
• When does a project require a BA, a PM, PROJECT MANAGER
agement. While the Project Manager (PM) and Business Analyst (BA) both U
or both?
have a role, their respective responsibilities and their interactions have not S
• What is the skill and competency profi le of been clear . . . until now. I BUSINESS A NEW PARTNERSHIP FOR MANAGING
N
COMPLEXITY AND UNCERTAINTY
a BA as compared to a PM?
E
• What are the boundaries between the BA Praise for S The skill profiles of the Business Analyst
S
and the PM’s responsibilities on a project? THE BUSINESS ANALYST P ROJECT MANAGER (BA) and Project Manager (PM) have
A
considerable overlap. Every Business
• What conditions and factors would
A NEW PARTNERSHIP FOR MANAGING COMPLEXITY AND UNCERTAINTY N
determine whether one person should A ANALYST Analyst must have some proficiency at man-
aging projects and every Project Manager
carry out the responsibilities of both the “Bob has written the most comprehensive book to date on the roles of the L
Y must have some proficiency at business anal-
BA and the PM on the same project? PM and BA. He correctly asserts there is not one right way to assign these
S
ysis. While this overlap has often caused
resources to every project. The complexity and differing characteristics of
• Who is responsible for gathering and T
friction and competition between the two
individual project types must be considered when deciding which roles and
documenting requirements? positions, one goal remains clear: both the BA
which individuals will excel on each project. Bob provides very specific
• What is the role of a business analyst on an recommendations that will help managers select the right person for the P and PM must be fully vested in maximizing
R
agile or extreme project? right role.” O PROJECT business value. In The Business Analyst/Project
—B arbara Carkenord, CBAP, Cofounder, Chief Curriculum Strategist, Manager, author Robert Wysocki draws on his
• The Janus Complex: Are the BA and the J
B2T Training E forty-five years of professional experience as
PM really one and the same professional
C a PM/BA to shed light on the similarities and
just displaying a different perspective “This book thoughtfully and persuasively clarifies the roles of the project
T differences of the roles and responsibilities
depending on the situation? manager and business analyst, showing how they can effectively work
M of these two positions, the need for greater
together to deliver maximum value to an organization. It not only provides
Learn how to harness the power of the PM/ collaboration, and how to staff a project with
historical context, but articulates the collaboration needed as we move into A MANAGER
BA relationship with Robert Wysocki’s The one or both of these professionals.
newer ways of delivering solutions to organizations. In delving into the N
Business Analyst/Project Manager.
A
nature of the relationship between the two roles, it leads us through the The first book to take a critical look at these
G
complexities of the project management life cycle in clear, understandable two professions, and to propose the hybrid
ROBERT K. WYSOCKI, PHD, has over forty E
years of experience as a project management language. This ground-breaking book is sure to spark lively discussions for R position BA/PM, The Business Analyst/Project
years to come.” Manager demonstrates why and how the
consultant and trainer, information systems
—Elizabeth Larson, PMP, CBAP, Chief Executive Officer, Watermark Learning roles of the Business Analyst versus the
manager, systems and management consul- CA
tant, author, training developer, and provider. “Without a strong working relationship between project managers and busi- OMP NEW Project Manager need to be more clearly
He is the founder of Enterprise Information ness analysts, a project is almost guaranteed to fail. If you’re having prob- LEX PA defined so that they are matched effectively
Iinngsi gahntds , tIrnaicn.,i nag p prroajcetcitc em. Hanea gheams ewnrti tcteonn ssuelvt-- laenmd sp wraictthi ctahla at drevliacteio onns hhiopw, y toou i mneperdo vtoe rtheaed p tehrifso rbmooankc. eB oofb bportohv ridoeless c tlheaatr ITY ANDRTNERS A NEW PARTNERSHIP ovind eas ap rcolejeacr-tc-buyt -mproodjeecl tt ob sahsiosw. W yoyuso hckoiw p driof--
efonrtmeeant ibonoo skyss toenm ps rmojaencat gmemaneangte.ment and in- cseanni oanr de xsehcouutlidv ebse.” read by everyone from individual PMs and BAs to UNCERHIP FOR FOR MANAGING freerqeunitr ekminednst so fa npdro hjeocwts thoa vmea dkief fseurreen tt hske irlli gshett
TA M COMPLEXITY UNCERTAINTY skill sets are matched to all of your projects.
—Kevin Brennan, CBAP®, PMP®, VP, Professional Development, INAN AND
International Institute of Business Analysis® TYAG The book also helps you define the condi-
IN tions when the merged assignment should be
G
used to maximize business value and how to
staff a project based on the complexity and
ROBERT K. WYSOCKI uncertainty of the job, available staff skills
(continued on back flap)
4-COLOR GLOSSY

The Business Analyst/
Project Manager

The Business Analyst/
Project Manager
A New Partnership for Managing
Complexity and Uncertainty
ROBERT K. WYSOCKI
John Wiley & Sons, Inc.
Copyright © 2011 by Robert K. Wysocki. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or
transmitted in any form or by any means, electronic, mechanical, photocopying,
recording, scanning, or otherwise, except as permitted under Section 107 or 108 of
the 1976 United States Copyright Act, without either the prior written permission
of the Publisher, or authorization through payment of the appropriate per-copy
fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923,
[phone], fax [phone], or on the Web at www.copyright.com. Requests
to the Publisher for permission should be addressed to the Permissions Department,
John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax
[phone], or online at www.wiley.com/go/permissions.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used
their best efforts in preparing this book, they make no representations or warranties
with respect to the accuracy or completeness of the contents of this book and
specifi cally disclaim any implied warranties of merchantability or fi tness for a
particular purpose. No warranty may be created or extended by sales representatives
or written sales materials. The advice and strategies contained herein may not be
suitable for your situation. You should consult with a professional where appropriate.
Neither the publisher nor author shall be liable for any loss of profi t or any other
commercial damages, including but not limited to special, incidental, consequential,
or other damages.
For general information on our other products and services or for technical
support, please contact our Customer Care Department within the United States at
[phone], outside the United States at [phone] or fax [phone].
Wiley also publishes its books in a variety of electronic formats. Some content that
appears in print may not be available in electronic books. For more information
about Wiley products, visit our web site at www.wiley.com.
Library of Congress Cataloging-in-Publication Data
Wysocki, Robert K.
The project manager/business analyst : a new partnership for managing complexity
and uncertainty / Robert K. Wysocki.
p. cm.
Includes index.
ISBN 978-0-470-76744-3 (hardback); ISBN 978-0-470-91023-8 (ebk);
ISBN 978-0-470-91024-5 (ebk); ISBN 978-0-470-91068-9 (ebk)
1. Nutrition. 2. Energy metabolism
1. Project managers. 2. Project management. 3. Business analysts. 4. Business
planning. I. Title.
HD69.P75W956 2011
658.4'04–dc22
2010018600
Contents
Foreword ix
Acknowledgments xiii
List of Abbreviations xv
Introduction 1
Historical Context 4
Areas of PM and BA Overlap 5
Context 8
How This Book Is Organized 9
Who Should Read This Book 10
How You Will Benefi t from This Book 12
CHAPTER 1 Project Manager and Business Analyst Project
Life Cycle Collaboration 15
Historical Perspective 16
PMs, BAs, and Projects 18
Putting It All Together 41
CHAPTER 2 A Generic Dual-Career-Path Model 43
A Dual-Career-Path Position Family 43
Using the Dual-Career-Path Model 50
Putting It All Together 61
CHAPTER 3 Project Manager and Business Analyst
Position Family 63
PM and BA Position Landscape 65
Organizational Placement of the PM and BA 77
Putting It All Together 77
v
vi Contents
CHAPTER 4 Project Manager and Business Analyst Skill Profi les 79
BA and PM Profi ciency Model 80
Selecting an Assessment Approach 81
Skill Assessment Process 86
Career and Professional Development Program 87
Project Portfolio Management Process 91
Training Curriculum Design, Development,
and Scheduling 94
Resource Planning Process 95
Resource Management Process 95
Putting It All Together 95
CHAPTER 5 The Project Landscape 97
Project Landscape 98
Project Complexity and Uncertainty 99
Q1 Projects 106
Q2 Projects 112
Q3 Projects 118
Q4 Projects 120
Project Landscape with Project Management Models 122
Putting It All Together 123
CHAPTER 6 Integrating the Project Manager and Business
Analyst into the Landscape 125
Strengths, Weaknesses, Challenges, and
Opportunities of PM and BA integration 126
Mapping the PMs and BAs into the Project
Landscape 137
When Should One Professional Have Both Project
Management and Business Analysis Responsibility
on the Same Project? 140
Putting It All Together 145
CHAPTER 7 PM/BA Career and Professional Development 147
Examples of PM/BA Job Opportunities 147
PDP Contents 155
A Deeper Look into the PM/BA Landscape 158
Organizational Support 166
PMO, BA Center of Excellence and BA
Community of Practice 167
Putting It All Together 176
Contents vii
In Conclusion: A Call to Action 179
A System to Prepare PM/BA Professionals 179
A Call to Action 182
APPENDIX A Skill/Profi ciency-Level Matrices for the Eight PM/BA
Position Levels in the Project Management
Landscape 185
APPENDIX B PM and BA Training Provider Courses 217
APPENDIX C PM/BA Curriculum 223
About the Author 229
Index 231