How Portfolio Managers and Business Analysts Can and Should Collaborate

 

By Jen L. Skrabak, PMP, PfMP

Just like portfolio managers, business analysts are gaining wide acceptance as a profession. Business analysts can now earn their own PMI certification (PMI-BA) and read their own practice guide (Business Analysis for Practitioners). (Here’s a piece of cultural trivia: Did you know the latest bachelor on the reality TV show “The Bachelor” is a business analyst?)

Portfolio managers should get to know business analysts in their organization, because they can help ensure alignment and management of the portfolio to achieve the organization’s strategic goals and objectives.

What exactly do business analysts do? They, well, conduct business analysis. That’s defined as:

•identifying business needs

•eliciting, documenting and managing requirements

•recommending relevant solutions 

With this in mind, there are four major ways that portfolio managers can leverage a business analyst:

1) Develop Pipeline Opportunities

Business analysts can play a critical role in analyzing business problems and opportunities that will eventually be used to initiate projects and programs in the portfolio. Product or technology roadmaps can outline potential projects or programs that will be initiated at future points. They’re also valuable during a project because they can support proposed changes to a project scope (which will affect the overall portfolio) and ensure that the business justification for the project or program remains valid. 

Many business analysts are embedded within business areas and are critical to early identification and understanding of future opportunities or changes to the portfolio.

2) Define Needed Business Capabilities

We often think of business analysts as documenting business requirements.  Those requirements are built upon an understanding of which capabilities are needed for a particular business domain. 

Typically, capabilities are based on the goals and needs of a particular business area. Those needs may be depicted through business domain capability maps, end-to-end process flows or functional diagrams. An assessment of whether the capabilities currently exist or not becomes the basis for identifying priorities and gaps (in processes or talent). It can also be used to benchmark against other companies.

3) Develop Business Cases 

With their high-level understanding of the goals, objectives and needs of the enterprise, business analysts can assist in defining the justification for the proposed solution. The basis of a business case is the needs assessment. This process seeks to understand the underlying business problem, assess the current state and perform a gap analysis against the future state.

In addition, the proposed solution (see #4 below) is needed for high-level cost estimates that become the basis for the numerator of the ROI. The potential return (denominator of the ROI) is also based on an analysis of the impact of the solution on the current process.

4) Perform Solutions Analysis

One type of solution analysis is to assess a variety of options to go from the current state to future state. (For example, process changes vs. system implementations.) Business analysts can work with business stakeholders to define immediate solutions (quick wins that may be process changes) or longer-term solutions (new products or systems). 

Business analysis outputs provide the context to requirements analysis and solution identification for a given initiative or for long-term planning. Business analysis is often the starting point for initiating one or more projects or programs within a portfolio. The analysis is an ongoing activity within a portfolio as the business environment changes and more information becomes available, creating new competition and strategies.

How do you work with business analysts? Share your experiences and best practices in a comment below. Also, if you’re looking to learn more about how business analysts can support practitioners, check out this pmi.org webpage.