Post on 13-Jul-2020
Separation of Duties:
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What’s the difference between PM and BA
Presented by:
Michael Vinje – PMP
mvinje@trissential.com
Objectives
• Realize the need for separation of duties
• Describe the pitfalls of combining the roles
• Provide suggestions for avoidance
• Offer guidance to survive the “dual role”
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• Offer guidance to survive the “dual role”
• Discuss the industry direction and trends
• Summarize the key points and learnings
PM & BA Context
Performance DashboardsGuidance & Priorities
Enterprise Governance
Leadership
PMOPM FocusBA Focus
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Objectives
PM Processes
& Controls
Measurement& Reporting
Products
Initiate, Plan, Execute, Monitor & Control, Close
Project Management Execution
Build/TestDesign InstallRequirements
Product Lifecycle
PM Processes
Initiating Processes
Develop Project CharterDevelop Preliminary
PlanningProcesses
Develop Project Management PlanScope PlanningScope Definition
Create WBSActivity Definition
Activity SequencingActivity Resource EstimatingActivity Duration Estimating
Schedule DevelopmentMonitoring/
ExecutingProcesses
Direct & Manage Project Exec.Perform Quality Assurance
Acquire Project TeamDevelop Project TeamInformation Distribution
Request Seller ResponsesSelect Sellers
ClosingProcesses
Close Project
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Develop Preliminary Scope Statement
Cost EstimatingCost BudgetingQuality Planning
Human Resource PlanningCommunications Planning
Risk PlanningRisk Identification
Qualitative Risk AnalysisQuantitative Risk AnalysisRisk Response Planning
Plan Purchases and AcquisitionsPlan Contracting
Monitoring/ControllingProcesses
Monitor & Control WorkIntegrated Change Control
Scope VerificationScope Control
Schedule ControlCost Control
Perform Quality ControlManage Project Team
Performance ReportingManage Stakeholders
Risk Monitoring & ControlContract Administration
Close ProjectContract Closure
Source: PMI PMBOK®, 2004
BA Processes
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Source: IIBA BABOK®
BA Processes
EnterpriseAnalysis
Identify Business NeedSolution Approach
BA Planning& Monitoring
Conduct Stakeholder AnalysisPlan Business Analysis ActivitiesPlan Business Analysis Comm.
Plan Reqs. Management ProcessPlan, Monitor & Report BA Perf
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Solution ApproachDefine Solution Scope
Develop Business CaseRequirements Requirements
AnalysisOrganize RequirementsPrioritize RequirementsSpecify & Model Reqs
Det. Assump/ConstraintsVerify Requirements
Validate Requirements
ElicitationPrepare for Elicitation
Conduct ElicitationDocument ResultsConfirm Results
Determine Org Readiness
SolutionAssessment& Validation
Assess Reqs CoverageAllocate Requirements
Determine Org ReadinessValidate SolutionEvaluate Solution
Source: PMI PMBOK®, 2004
Requirements Requirements Management
& CommManage Solution
Manage Reqs ScopeManage Reqs TraceabilityMaintain Reqs for Re-usePrepare Reqs Package
Communicate Reqs
Universal Project/Product Lifecycle Processes
•Direct & Manage Project Execution
Organizational & Enterprise Analysis
•Yearly Planning
•Yearly Budgeting
•Portfolio Selection
•Portfolio Prioritization
•Quarterly Re-planning
•Dev PM Plan•Scope Planning•Scope Definition•Create WBS•Activity Definition•Activity Sequencing•Activity Resource Est•Activity Duration Est•Schedule Dev.•Cost Budgeting•HR Planning•Comm. Planning•Risk Man. Planning
Project Planning
•Close Project•Contract Closure
Project Initiation
•Dev Project Charter•Dev Prelim Scope Statement
Project Execution Project Close
Project Monitoring and Control
Define Detail Develop Deploy Debrief
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Infrastructure Processes (ITIL)
•Business Case Development
•Cost Benefit Analysis
•Statement of Work
Monitor & Control Project Work – Integrated Change Control – Performance Reporting
•Managed System•Production System•Operational Data•Fault Report•Version Control
•Context Diagrams•Reqs Elicitation•Reqs. Definition•Reqs. Documents•System Blue Prints
•System Analysis•System Design•Usability Test Plan•Deployment Plan•Business Models•Physical Models•Design Specs
•Program Components
Project Monitoring and Control
Requirements Elicitation
Reqs. Analysis Design
Prod Dev & Reqs Comm
Product Implement
Service Delivery Processes•Capacity Management
•Service Continuity Man.•Service Level Man.•Security Man. & Reporting
Control Processes•Configuration Management•Change Management•Release Management
•Incident Management•Problem Management
Resolution Processes
Solution Validation
•Unit Test Plan•Training Mat.•Integration Test Results•Systems Test Results•Acceptance Test Results
Skills Comparison
Communicates well
Understands SDLC
“Big Picture” Thinker
Directs the project team
Helps people get things done
Detail-oriented
Listens to people (SMEs)
Helps SMEs describe work
PM BA
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SDLC
Manages interpersonal relationships
well
Negotiates
Conscience of time and $$
Removes issues/barriers
Possesses management skills
Conscience of “built right”
Identifies business issues
“Pain & Gain”
Possesses investigative skills “Curious”
B. Carkenord, “Why does a Project need a Project Manager and a Business Analyst?”
Communication Channels
IT ManagementProject Sponsor
Business SME’s
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Development Team
PM
BA
Marketing
Accounting
Sales
Manufacturing
Role Delineation
Team
Begin Project
Develop Scope
Develop Phase Schedule &
PM
Ideation
Team
Analyze Project Results
Close Project
PM
Wrap Up
Team
Ensure Budget & Schedule Tolerances
Manage WBS, Issues, Project
PM
Development
Team
Create Schedule & Cost Baseline
Gain Approval for Scope Statement
PM
Discovery
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Develop Scope
Identify & Engage stakeholders & SMEs
BA
Schedule & Budget
BA
Verify Requirements
Ensure Product Delivery
BA
Identify Business Issues
Manage Requirements changes
Issues, Project Changes
BA
Elicit What, Why from SMEs
Develop DetailedRequirements
B. Carkenord, “Why does a Project need a Project Manager and a Business Analyst?”
Real World Scenarios
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Prevention
• Make up your mind
• Market your mindset
• Just say NO!!
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• Just say NO!!
• Educate your company
• Career paths – a must!
Survival
• Suggest more work as one role
• Find a mentor!
• Plan for weaknesses…
• Don’t be judge, jury and
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• Don’t be judge, jury and executioner
• Pace yourself
• Spin both plates EVERYDAY
Industry Insights
• Where does the BA role live? – Historically IT – too technical?– Shifting towards business– Potential Community of
Practice– Jury’s still out
• Where is the BA role going?
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• Where is the BA role going?– Recognition– Training/Certification
• What are the future trends?– Beyond list making & note taking – IIBA as household name– Degreed programs– Indispensable role
Industry Insights
• Where does the PM role live? – Historically IT
– Shifting towards business
– Deployed in Business and
IT shops
– Community of Practice
• Where is the PM role going?
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• Where is the PM role going?– Recognition
– Training/Certification
• What are the future trends?– Beyond list making and note taking
– Degreed programs
– Art and Science
Summary
1. BA function is not a stepping stone to PM
2. BA role is a stepping stone to Business Architect
3. Projects need both roles for success
4. Each position requires different abilities
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4. Each position requires different abilities
5. Don’t wait for role delineation; be a catalyst for change
6. If in the “dual role”, create safeguards
7. BA & PM are both Essential!
Organizational Model
Effective Strategy & Planning
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Efficient Management PM Best Practice Exceptional Execution
Project Health
Business Excellence
BenefitValidation
17
Governance Model & Processes
Bus & ITExecutives
Determine Strategy
IdentificationCategorizationEvaluationSelectionPrioritizationPortfolio BalancingAuthorizationReview & ReportingStrategic Change
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TechnologyArchitecture
BusinessArchitecture
ProgramArchitecture
18
Facilitate Governance Decisions
Decompose StrategyWhy, Why, Why
What’s the Pain/GainCreate Business Case
ROI
Technology Form & Fit
Project Management Model
PortfolioMgmt
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Mgmt
ProgramMgmt
ProjectMgmt
19
Product Development Model
BusinessAnalysis
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QualityAssurance
RequirementsEngineering
ChangeMgmt
SoftwareDevelopment
20
Roles & Responsibilities
BusinessAnalysis
EM
PA TABA
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QualityAssurance
RequirementsEngineering
ChangeMgmt
SoftwareDevelopment
Prt-M
Prg-M Prj-M
QM
QA
RMDM
SM
21
PMO Product Development
Business Architecture
Questions & Discussion
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Questions & DiscussionMichael Vinje952-595-7970
mvinje@trissential.com