Building the Foundation: The BOK on BA

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A new collaborative blog featuring the contributions from the core team members of PMI's Foundational Standard in Business Analysis. This blog will provide the community with insight into PMI's development of the standard to generate professional discussions about the content in advance of the scheduled reviews.

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Laura Paton
Joy Beatty
Cheryl Lee
Sue Burk

Recent Posts

PMI's Newest BA Standard and the PMI-PBA Credential

An Update On PMI's Consensus Based BA Standard: The Final Phase

The Link Between Business Analysis and Project Management Processes

Party Like a Business Analysis Rock Star!

PMI’s Business Analysis Standard – What You Have to Gain

The Link Between Business Analysis and Project Management Processes

Check out the discussion on Project Management.com entitled: “Is Business Analysis Properly Linked to Project Management within the PMBOK® Guide?".   The PMI® Guide to Business Analysis (Includes The Standard for Business Analysis), slated for publication later this year, will be a great resource to identify and clarify the linkage between business analysis and project management efforts. The upcoming guide to business analysis also speaks to the relationship between business analysis and program and portfolio management.     

We’ve offered a lot of entries in this blog which let folks know that that the business analysis guide and standard will cover the relationship between project management and business analysis efforts and the collaboration between those responsible for them.   For example, please see Laura’s recent blog entry PMI's Business Analysis Standard - What You Have to Gain  and Cheryl’s entry  How-Business-Analysis-Compares-with-Project--Program-and-Portfolio-Management, just to name two. 

But, if you don’t have time to go back through all of our blogs, here is quick summary of some of the ways The PMI Guide to Business Analysis and the included Standard will provide the link:

  • It presents business analysis thinking organized by business analysis process groups and knowledge areas, a structure which will be familiar to anyone who has spent time with A Guide to the Project Management Body of Knowledge: (PMBOK® Guide). At the same time, the business analysis process names are clear enough that those business analysis practitioners who are less familiar with the PMBOK® Guide will be able to see the linkage as well.
  • It reminds us that the business analysis thought process can be undertaken by anyone who has responsibility to help an organization identify and define problems and opportunities and think through potential solutions, not just by someone who has the title or role of business analyst. Indeed, some of the work which project managers do requires business analysis thinking, and the Guide and Standard point out PMBOK® Guide processes which align with business analysis processes.
  • It reminds us that while some business analysis efforts are totally focused on business analysis, others are complementary to project, program and/or portfolio management tasks and still others support project, program and/or portfolio management tasks.
  • It points out the necessary collaboration between those who are responsible for project management and those who are responsible for business analysis.

It’s been absolutely necessary and important for The PMI Guide for Business Analysis to articulate the link between business analysis and project management.  And, do keep in mind that the Guide is more than a linking document; it will provide an understanding of business analysis which applies to all delivery lifecycles, from predictive to adaptive.  It will stand together with its previously published companion volume, Business Analysis for Practitioners: A Practice Guide as a great resource for learning about business analysis practices and business analysis thinking.

 

 

Posted by Sue Burk on: April 21, 2017 02:25 PM | Permalink | Comments (11)

Party Like a Business Analysis Rock Star!

The PMI TORONTO chapter is proud to be home to the first business analysis community within a PMI chapter. We have seen the community steadily grow over the last 3 years and its success represents additional proof that a need exists for project management and business analysis to be under one roof as there is a strong correlation between these professions. The PMI TORONTO chapter hosted a public review party titled “Party Like a Business Analysis Rock Star” at the Hard Rock Cafe within the public review window. Dave Bieg, Program Manager for Business Analysis and Requirements at PMI, came in to co-host the event with me. Here are a couple of photos from the event, the first is Dave and me partying like a BA rock star!

Highlights of the presentation included:

  • Insight on PMI’s latest products/services supporting business analysis
  • An overview of the layout and components of The PMI Guide to Business Analysis (Includes The Standard for Business Analysis)
  • Tips on applying this new standard in your organization on projects of varying size/complexity and of different project life cycles, including agile

I had used the cooking analogy I blogged about last year to illustrate how to use the upcoming publication and provided many examples from the guide, including collaboration points and tailoring tables that Joy recently blogged about. Folks were super excited about the idea that this upcoming publication will be one stop shopping – all in one standard!

We received overwhelming support and positive feedback from the crowd of about 200 project professionals that attended the event and are being encouraged to throw a second celebration when The PMI Guide to Business Analysis (Includes The Standard for Business Analysis) is launched later this year, and I invite you to do the same at your local chapter! We have many resources that we can share with you if you’re interested, just send me a note!

After witnessing the excitement and enthusiasm for the guide and standard from the folks here in Toronto, I was pumped to see the comments from the public review! The core team jumped right into adjudicating the responses the day after the public review window closed. We are so grateful and impressed with the effort and insightful feedback provided by the community! Thank you!

Did you participate in the public review process? What aspect of the new standard are you most excited about? 

Posted by Cheryl Lee on: April 07, 2017 11:23 AM | Permalink | Comments (16)

Sorting Out Overlapping vs. Complementary or Supporting Processes

 

As Cheryl mentioned in her recent blog entry, business analysis is a competency needed across projects, programs and portfolios.  She gave you a sneak peek at how we clarified the relationship between business analysis and project, program and portfolio management (which I’ll refer to as "management" for the remainder of this blog).   But wait, there’s more!  As the core team began to frame the content we were developing, we realized that we were delving into areas where we referred to work which is often considered part of management.  And so we had to think hard about how we would distinguish, for example, how business analysis efforts figure into creating  a project charter or deciding how to engage stakeholders.   We were sure that the efforts were not overlapping in a redundant way, so how best to explain the differences? Certainly, the product focus of business analysis and the project/program/portfolio focus of management is one difference, but what else would we need to call out?

Two patterns emerged for us for situations in which there was overlapping effort, both of which were based on collaboration of business analysis and management:

  1. Some business analysis efforts are complementary to management tasks.  So, for example, management has a strong and primary role in determining a stakeholder engagement and communication approach.  Whether determined in a formal or informal manner, those responsible for business analysis define aspects of that approach for business analysis in collaboration with management and with stakeholders. 
  2. Some business analysis efforts are supporting tasks for management.    For example, business analysis is needed  for the preparation of a project charter, where those responsible for business analysis “collaborate on charter development with the sponsoring entity and stakeholder resources using the business analysis knowledge, experience, and product information acquired during needs analysis and business case development efforts.”   As we have mentioned in earlier posts, we are trying to focus on business analysis as a discipline rather than the role of the business analyst. We use Ellen Gottesdiener and Mary Gorman’s, It’s the Goal, Not the Role as a motto on our team to remind ourselves of this important distinction.  Seen in this light, "business analysis thinking" in support for charter development is performed by everyone who has responsibility for the necessary analysis, regardless of role or title.

All and all, thinking through how to present the relationship between business analysis and management reinforced for us the  value of having PMI address business analysis: by looking at the nature of the relationship between management and analysis efforts, highlighting how some aspects of management efforts involve business analysis and also aligning the vocabulary between the disciplines,  PMI will help improve the collaboration between management and business analysis that is so critical for successful projects. 

Posted by Sue Burk on: February 09, 2017 08:15 AM | Permalink | Comments (5)

How Business Analysis Compares with Project, Program and Portfolio Management

As Laura mentioned in her last post, we just wrapped up SME review and are gearing up for public review very soon! THANK YOU to all the wonderful SMEs that took the time to read and provide feedback that was clear, complete and easy to understand. It was deeply appreciated while plugging away at over 1100 comments. We value the effort that it took our SMEs to review and comment, so we ensured all feedback was carefully evaluated.

There were a few interesting themes we noticed within the feedback, one of them being the relationship between business analysis with project, program and portfolio management. I wanted to pick on this point, as there is a lot of confusion and even misconception within the public on the scope of business analysis being covered in PMI’s business analysis standard.

Business analysis is a competency needed across the project, program and portfolio. Portfolios include work at a strategy level and operations, per the definition of Portfolios: “Projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives.” In other words, the scope of business analysis within PMI’s business analysis standard includes work to support strategy and operations.

Based on valuable feedback from SMEs, our team incorporated changes to ensure:

1) The scope of business analysis was clarified, and

2) The relationship between business analysis with project, program and portfolio management was made much clearer.

In addition to adding verbiage to address (1), we added the following comparative overview of business analysis with project, program, and portfolio management to address (2).

 

Business Analysis

Project Management

Program Management

Portfolio Management

Definition

The set of activities performed to identify business needs, recommend relevant solutions and elicit, analyze, specify, communicate, and manage requirements.

The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

The application of knowledge, skills, tools, and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually.

The centralized management of one or more portfolios to achieve strategic objectives.

Focus

Solution: Something that is produced to deliver measurable business value to meet the expectations of stakeholders (i.e. new products and enhancements to products)

Project: A temporary endeavor undertaken to create a unique product, service, or result.

Program: A group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.

Portfolio: Projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives.

Scope

Product scope is defined as the features and functions that characterize a solution.

Project scope is defined as the work performed to deliver a product, service, or result with the specified features and functions.

Programs have a scope that encompasses the scopes of its program components.

Portfolios have an organizational scope that changes with the strategic objectives of the organization.

Roles

Those who identify business needs, recommend and describe solutions through the definition of product requirements.

Those who manage the project team to meet the project objectives.

Those who ensure that program benefits are delivered as expected, by coordinating the activities of a program’s components.

Those who coordinate portfolio management staff, or program and project staff that may have reporting responsibilities into the aggregate portfolio.

Success

Measured by a product or solution’s ability to deliver its intended benefits to an organization, and degree of customer satisfaction.

Measured by product and project quality, timelines, budget compliance, and degree of customer satisfaction.

Measured by program’s ability to deliver its intended benefits to an organization, and by the program’s efficiency and effectiveness in delivering those benefits.

Measured in terms of the aggregate investment performance and benefit realization of the portfolio.

Hope you enjoyed that sneak peek. Stay tuned for more information on the public review process. We look forward to seeing your comments!

Posted by Cheryl Lee on: January 26, 2017 10:44 AM | Permalink | Comments (14)

An Update on PMI's Standard in Business Analysis

Kicking Off 2017 – An Update on PMI’s Standard in Business Analysis by Laura Paton PMP, PBA

Happy New Year to all!  What better time to reconvene our discussions on this blog and to kick-off our year by providing the community an update on PMI’s business analysis standard. We apologize for going silent for a few months, but we have been so busy trying to hit our deadlines that we took a little time off from updating the blog. The great news is, the project is staying the course and is right on schedule!  I think it is safe to say you can continue to see more information about the project on this blog in 2017.

Let me step back to bring everyone up to speed on the journey so far. If you have been following this blog you would know that PMI approved a project to develop a full consensus based standard in business analysis last year. In fact, the project kickoff meeting occurred January 20th, 2016. The development team worked diligently in the spring and early summer months and delivered a draft in August. A call for subject matter expert reviewers was conducted through PMI’s Volunteer Management System and a team selected.

Subject Matter Expert (SME) Review

We invited over 30 SMEs to participate in a Subject Matter Expert Review process and the engagement was amazing. SMEs provided over 1100 suggestions and improvements   and the development team took several weeks to analyze the feedback and update the draft.   The contributions obtained from this very experienced group of SMEs have definitely helped to elevate the quality of this product. 

Public Review

 As PMI editing is cleaning up our adjudicated draft, preparations are being made to prepare for the public review process; after all this is a full consensus based standard. This process is an opportunity for the community across the world to review and provide feedback and suggestions back to the development team.

We anticipate more communication when we are ready to launch the public review process, but for now I can tell you that we are right on schedule to make this happen in Q1 of 2017.

Publication

Once the review window closes, the development team will be hard at work reviewing and considering the suggestions made by the community. The window of time needed to analyze and action on the public feedback is unknown until the team has a sense for the size of this effort, which is heavily dependent on how much feedback is received. Once the public review window is closed, the development team will be able to provide further information regarding next steps and associated dates. Based on the progress made thus far, the development team is optimistic of delivering the final product in Q3 so PMI can publish in Q4, 2017.

In Closing

If you are new to this blog, you may want to review PMI’s project announcement which is where this work all started. If you would like to know more about the value proposition of this product you can review that discussion here or feel free to review any of our past blog posts to follow the journey thus far!  We are excited for you to be part of our review team, so stay tuned for more information announcing the launch of the public review process.

Posted by Laura Paton on: January 12, 2017 10:32 AM | Permalink | Comments (20)
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