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Results of survey on the role of:Portfolio Business Analyst

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Why this survey?

A number of organisations have appointed fulltime portfolio analysts to support the business in developing the business case, modelling benefits, and tracking benefits realisation

The skills and competencies required for this role have not been fully mapped, though a number of professional bodies including:

IPMA (project management)

IIBA (business analysis)

ACMP (change management)

make reference to such skills and competencies in their competency models.

© Projman cc, 2012www.pi3.co.za

LinkedIn discussion - this link is available to members of the ‘Benefits Management Group’ on LinkedIn

IIBA – review of competencies for BAs P3O and MSP process descriptions PiCubed / CITI experience in working with clients with portfolio

offices… see www.pi3.co.za and www.citi.co.uk

Sources for survey design

The survey draws upon a ‘straw man’ view of Key Responsibility Areas and competencies for the role derived from:

© Projman cc, 2012www.pi3.co.za

The role name was stated as:

Portfolio business analyst (It’s clear from discussion on LinkedIn that there are a number of different names for this role…)

The purpose of the role was stated as:

To elicit, model, and document the benefits, costs and risks in a format which allows the evaluation of likely ROI, and to assist the planning and follow-through of benefits realisation activities.

Terms used

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20 respondents from South Africa, UK, Ireland, Canada and Australia

Who took part?

Named job titles of people who took part

(not a mandatory field – so not always completed. Useful in showing who was interested in this topic)

• Consultant• Project portfolio business analyst• Value engineering/analyst• Project manager• Executive: planning and direction• Continuous improvement specialist (senior)• Benefits facilitator / management consultant• Managing director• Business analyst• Benefits and business case consultant

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Rank in order of importance what previous role experience you think is valuable for the role of portfolio business analyst

Results: Previous role experience

• Business analyst• Financial analyst• Portfolio manager• Project manager• Change manager• PMO role

Most important to least important

• Core business role in a functional area or specialty. SCM, EHS, operations, etc.

• Systems analyst, resource manager, facilitator, report writer

• Risk analyst value engineer/analyst• Risk manager• Data modeller• Sponsor• Research and modelling-based function• Data analyst, process engineer• Strategic planner

Other roles cited by respondents

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Rank in order of importance the qualifications you think are valuable for the role of portfolio business analyst

Results: Qualifications

• Programme Management and APMG related qualifications

• Business Administration or MBA• Formal financial qualification• IT or BA related qualification• Project management qualification

Most important to least important

• Coaching • Facilitation• Business modelling • Risk modelling• FTI IIBA Business Analysis diplomaAND• Qualifications not as relevant as

proven competence

Other qualifications cited by respondents

© Projman cc, 2012www.pi3.co.za

Key Responsibility Areas

KRA1: Business Analysis / Planning and elicitation:

1. Identifies, communicates and

manages the benefits analysis

approach to be used on the project

2. Identifies the key stakeholders and

their roles and creates and agrees the

plan of engagement

3. Conducts/facilitates benefits

(business requirements) gathering

events

1. Models benefits, evaluating potential

financial returns, cost avoidance

figures and strategic alignment

2. Models benefits risks providing a view

of risks and likelihood of achieving

claimed returns.

3. Documents benefits in a variety of

approaches - selecting the appropriate

approach given the audience and the

nature of the analysis

4. Tests models with a variety of

stakeholders to improve predictability

and credibility

KRA2: Benefits modelling

1. Ensures benefits plans are adequately

reflected in the business cases

ensuring that current versions are

maintained.

2. Provides input to project and

programme workshops - a source of

expertise on the benefits to be

achieved by projects and change

initiatives.

3. Supports the identifications of KPIs to

be used for tracking benefits

4. Assess implementation strategies to

identify their impact upon the

realisation of benefits

5. Presents information on how project

changes impact upon ROI

KRA3: Benefits tracking & communication

Sequenced from highest rated KRA to lowest rated.

Boxed KRA rated the most important overall.

© Projman cc, 2012www.pi3.co.za

CompetenciesCompetency area 1: Business / analytical

Competency area 2: Interpersonal

Competency area 3: Personal

1.Conceptual thinking: 'Joins the dots' between business ideas. Takes information from different areas and integrates them into a holistic perspective.

2.Strategic and industry knowledge: Good appreciation of business strategy. Able to relate intentions to overall business strategy.

3.Business understanding: Strong financial appreciation. Understands financial modelling principles and able to apply this understanding in a useful and coherent way to the analysis of benefits.

4.Problem solving: Works systematically to identify 'root causes' to problems & critically questions information.

5.Planning & organising: Plans out the analysis work ensuring that stakeholders know what is expected of them and when.

1.Integrity & trustworthiness: Is an honest broker. Listens and captures various perspectives without being seen to take up any particular agenda.

2.Clarity of thinking / attention to detail: Champions clarity in thinking. Hunts down the 'facts & figures' - does not put up with assumptions when real information can be practically found.

3.Determination/ drive for results: Is not easily diverted even when stakeholders are unhelpful. Will seek out other sources of information or find different approaches to getting information.

1.Communication: Able to present ideas and write benefits cases taking into account the needs of the audiences. Uses clear unambiguous communications style.

2.Influencing: Confident in approach - able to take even the most doubting stakeholder on the journey towards understanding and chasing down ROI.

3.Facilitation & negotiation: Identifies the need to broker agreement between stakeholders. Seeks out approaches to surfacing and resolving different agendas.

4.Working effectively with others: Clearly identifies need for further information and guides information providing groups on how best they can contribute.

Sequenced from highest rated competency to lowest rated. Boxed competency was rated the most important overall