Hi All
I'm wearing the BA hat on this gig which I've just started. Got a sluggish project in-flight. Its up to its 3rd PM. My boss wants me to convince everyone that we should fund a separate project or at least piece of BA work to work out what needs to be fixed and fix it.
Everyone is his boss - the IT director and one of the IT PMs. From what I've seen so far there is a fundamental issue which isn't being addressed. This issue is around data quality. But the director and PM are focused on system UI issues probably to show quick action to the business.
The actual system was pushed on the business units by central (needed for regulatory compliance) and they would be quite happy for it to go away as its just overhead for them.
The PM of course wants everything delivered through his existing project although its out of money. And no doubt doesn't want me involved at all. System changes are through a vendor who have a strong relationship with the PM.
The context is that the business units often run their own projects through vendors So IT would like more projects to be run through them but they're chronically underfunding so anything has to be funded by the business who'd probably rather use vendors directly so they have the control. My boss runs the IT PMO and I think is trying to grow the role of his BAs in internal consulting to the business - which is going to be slow tricky work as they have plenty of their own BAs.
The obvious thing is to get them all in a room but my boss seems to be pushing back on that. Evidently snr BA to him means that I should be able to influence these guys to his way of thinking!
So...would love some advice on tactics around any of the following issues:
- how to get my boss to be more realistic
- how to get alongside this PM (he owns the IP, Vendor and
customer relationship so anything else is going to be a
suicide run
- how to steer these guys into funding some proper
investigation/minor project initiation
- how to get my scope clarified while still looking useful to my
boss (so I don't get pinned to the wall)
Sorry for the long post but this one's all about the context. Saving Changes...
At the end of the day it is the Business that has the last word! it is their system, need to work with them to clearly clarify exactly what their worries are and how to resolve them. The BA function is very important as it should demonstrate that it works with both the business in fulfilling their requirements and ensuring IT is listening by providing options and solutions. The vendors must also work with the business to gain greater understanding this must be arranged between the project PM and business stakeholders. If the project has no more money it has dried up and the business no longer will sponsor the project by releasing more funds, close down the project in its current status ensuring there is a 'follow up' actions to be fulfilled via the business in collaboration with IT and the vendor.
Saving Changes...
Anonymous
Thanks for your reply Vasoula - the business is not letting the project close as they say it hasn't fully delivered.
Well as of today my boss has got his boss to back doing an analysis piece on what the project needs to deliver to the business and it will be billed to the project.
Which is going to get the PM right offside. And after I'd just thrashed out a compromise with the PM which is going to make me look dishonest. The analysis piece is also redundant as the PM has already listed outstanding issues and made recommendations..
So I guess I just have to follow my boss'es lead and accept the PM is quite rightly going to resent and block me. Saving Changes...
Hi, it looks like you are between a rock and a hard place, the PM and your boss!
"Well as of today my boss has got his boss to back doing an analysis piece on what the project needs to deliver to the business and it will be billed to the project. "
How can this be billed to the project if it is not "in scope" and approved as part of the project? Has this gone through change control? The PM would have every right to reverse any transactions charged to the project that hadn't been approved by the PM or sponsor.
This sounds like office politics and nasty politics at that. Without understanding the dynamics I hesitate to offer advice but I suggest that you talk to the PM and work through the PM methodology you use to get the work scoped out. How about suggesting a post implementation review to help identify the system shortfalls? They are usually done by someone independant to the PM and don't have to be after the project closes, as the name suggests just after implementation. You will need to get the project sponsor on side for this approach as well.
Good luck!
Julie Saving Changes...
Imran ManirSenior Project ManagerBurton On Trent, United Kingdom
Under these circumstances, I'd request a "work-package" from the PM to detail what is expected of the BA (you) in terms of deliverables, time-lines, reporting, quality and agree fore-cast spend.
Ideally draft up the work-package yourself, review with your direct line manager before approaching the PM and then discuss/agree with the PM. This way, you are clear about what is expected of you and the project can plan in terms of what you will deliver or support, when and at what cost. Scope management, acceptance criteria, project comms, funding and commercials are not something you should be too concerned with - that's what he's getting paid for.
Do what you've agreed as part of the work-package (ensure it's signed off by the PM and your line manager) and there's no comeback on you.
Saving Changes...
