building a successful ba and pm relationship · •pmi came out with a new ba certification…pba...
TRANSCRIPT
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Jacqueline Sanders-Blackman
Agile Analysis Strategist and Senior Instructor
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
WE GET IT. WE’LL HELP YOU GET IT TOO.
Building a Successful
BA and PM Relationship
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Tweeting Today?
@RequirementsPro
@B2T_Training
#Agile#BAOT#PMOT
#alwayslearning
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Agenda
• What’s with all the confusion
• Where to focus your attention
• Guiding a collaborative relationship
• The dual role dilemma
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The Confusion
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Role Confusion
• Companies create titles and job description
• PMBOK v4 added Collecting Requirements as a process
• PMI came out with a new BA certification…PBA
• IIBA made changes in BABOK v3.0
• The same people are working with IIBA and PMI for analysis
• Interpretation that if my title is PM and its in the PMBOK, it must be my responsibility and vice versa
• Agile movement does not include either role
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other Titles Overlap
• Sales and Marketing
• Nurse and Doctor
• Principal and Teacher
• Mom and Dad
• Change Management and PMs, BAs
• BA and UX
• BA and BSA
• BA and QA
• ScrumMasters and PM
• This is not just a PM and BA thing…it’s a team thing
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Middle Ground Is the Key
PMScheduleBudget
Resources
RequirementsEnd UserProduct
ScopeQuality
RiskBA
Shared
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What is Project Management?
The application of knowledge, skills and techniques to execute projects effectively and efficiently. It’s a strategic
competency for organizations, enabling them to tie project results to business goals — and thus, better compete in their
markets.
- A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fourth Edition
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What is Project Management?
10 Knowledge Areas• Integration Management• Scope Management• Time Management• Cost Management• Quality Management• Human Resources Management• Communication Management• Risk Management• Procurement Management• Stakeholder Management
- A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fourth Edition
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What is Business Analysis?
Business analysis is the practice of enabling change in an enterprise by defining needs and recommending
solutions that deliver value to stakeholders. Business analysis enables an enterprise to articulate needs and the rationale for change, and to design and describe
solutions that can deliver value.
- A Guide to the Business Analysis Body of Knowledge (BABOK® Guide), Version 3.0
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What is Business Analysis?
6 Knowledge Areas• Enterprise Analysis
• Business Analysis Planning & Monitoring
• Elicitation
• Requirements Management & Communication
• Requirements Analysis
• Solution Assessment & Validation- A Guide to the Business Analysis Body of
Knowledge (BABOK® Guide), Version 3.0
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What does a BA NOT Do?
DomainAS IS – TO BE
Business Rules
Functional Requirements
Process
Data
SolutionProposal
Non-Functional
Integration
User Experience
Business Requirements
StakeholderRequirements
ProblemSolving
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Who Cares What PMI & IIBA Say?
• They are not bibles for titles
• There great guides for the work that has to be done and competencies companies need to achieve their goals
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Room for Assumptions
There are gaps in work:
I thought you were doing it...
I thought you were...
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Room for Assumptions
Both groups are doing the same work:
I thought I was
doing it...
I thought I was...
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Traditional Team …
Lead Business
Analyst
Sr. Business
AnalystDevelopment
Lead Sr.
Developer
Sr.
Developer
Architect
Project
ManagerTest Lead
QA
Analyst
UX Analyst
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . … Team Re-imagined
Analysis Development
Testing
PM
PO
ScrumMasters
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Real Talk
All PMs do Is micro-manage the folks that
do the real work
BAs are always looking and finding more questions to ask to drag out the time it takes to do requirements
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Removing the Middle Man
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Typical Roles in the Agile Environment
There are commonly five roles associated with groups working in an agile environment:
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Agile (Scrum) Team
• Cross functional
• Largely self directing
• Teams (8 +/- 2)
• High transparency
• Change is welcome
• Whole team working in same iteration
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Removing the Micro Manager
Project Mgmt
Ve
loci
ty
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . SAFe
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Has Your Cheese Gone MIA?
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Changing Your Conversation
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Identity Crisis
Project Management
Product/Value Management
Project Initiation, Planning, Scope
Requirements, Design
User Acceptance , Solution Implementation
Project Closure, Product Assessment
• Issue Resolution
• Forecasting Outcomes
• Predict Trends• Manage Risk
• Identify Issues• Identify
Impact• Identify Trends• Identify Risks BA PM
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Talking Point #1
BA: Do the right thing
PM: Do the thing right
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Talking Point #2
BA: Focus on producing the right solution and
delighting the stakeholders
PM: Focus on creating a solution within the parameter of project
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Talking Point #3
BA: I need to identify things that could
impact or cause risk to the project
PM: I need to manage things that have been identified as problems
or risks.
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Talking Point #4
BA: I need to keep everyone aware of the
big picture
PM: I need to manage expectations of
everyone involved
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Talking Point #5
BA: I need to make sure all perspective are
considered
PM: I need to help drive the final
decisions
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Talking Point #6
BA: I need to identify if changes requested bring value & ROI
PM: I need to determine if changes effect the deadline or
budget
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Talking Point #7
BA: I need to focus on requirements value
management
PM: I need to focus on project management
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Talking Point #8
BA: I need to let my PM know when items out
of scope creep in
PM: I need to keep out of scope items
contained
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Talking Point #9
BA: I need to make sure we don’t sacrifice a MVP
or viable solution because of the schedule and
budget
PM: I have to manage analysis paralysis and gold plating and find a
solution that is realistic*
*Realistic includes something that fits in the budget and timeline
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I’m So Glad We Talked!
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Collaboration
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Finding the Common Ground
• Project scope definition – Project statement of purpose– Project objectives– Project business risks
• Stakeholder relationships and communication
• Value Based Solution: goals, requirements, designs & validation
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Guideline to Better Working Relationship
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Guideline to Better Working Relationship
1. Get to know each other
2. Understand and appreciate their role and try it
3. Find out how you can support them
4. Show and tell (transparency)
5. (Retrospect) Talk about what’s NOT working
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Three Things in Common
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What does the project need?
Start
Finish
Respect
Trust
Communications
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We Are NOT Going To Agree
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
PM/BA Dual Role
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PM/BA Dual Role Challenges
• Be aware of the conflicting focus – only wear one hat at a time
• Be aware that you will most likely prefer one role over the other. Don’t let yourself neglect the tasks of the other role
• Make sure that you schedule enough time to adequately perform both roles
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When the PM and BA are one role
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Finding the Balance is the Key
PMScheduleBudget
Resources
RequirementsEnd UserProduct
ScopeQuality
RiskBA
Shared
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Compare Work
• BA Work (according to PMI-PBA):◦ Needs Assessment◦ Business Analysis Planning◦ Requirements Elicitation and Analysis◦ Traceability and Monitoring◦ Solution Evaluation
• PM Work◦ Initiation the Project◦ Planning the Project◦ Executing the Project◦ Monitoring and Controlling the Project◦ Closing the Project
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Shocking Admission
• Multi-tasking is not effective.
• People do not multi-task. They switch rapidly between areas of focus.
• Let’s Do an Exercise
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Multitasking is an Illusion
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . If you remember nothing else…
• Focus on the work, not the title
• Teams need to collaborate to come up with the best approach
• The combined role is OK…in the right circumstance… but recognize the risk
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Questions?
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Stay in Touch
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