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Product scope is the realm of the BA. As always Sergio, very insightful.
You are right in saying that "Project management is about all needs to create the solution as defined". What this means to me is solution should be tangible and deliver value to business. If we as PM's lose sight of business value/tangible benefits, project will look successful on paper but will be a failure as no one will use it.
Also, product scope can be delegated to Business Analyst but at the end, Project Manager will be responsible for the success/failure of the project. i..e, to ensure the business value is realized. Projects are started to get some business value and this should always be the focus as Project Manager.
Adil: that is a big mistake in terms of ambiguity that still persist inside the PMBOK and the PMI is going to change. I know that because I am working with both organizations (IIBA and PMI) in creating the standards for both professions (Business Analyst and Project Manager). And when the PMBOK is refering to product scope is because product scope has to be taking into account to define project scope. Take into accoun that a business case is the input for the initiation process. That means all related to product scope has been defined before the project exists at certain level of detail. But the project must not be penalized for things that are outside the project team. Project objectives like "growth 5% in market share in the current year" are outside the project team control because it will be achieved with the product/service/result not with the project itself. That is a big mistake that still persist when project teams accept this type of objectives (objectives are the meassurement of project sucess). If you take a look to the new Practitioners Guide for Business Analysis you will see that it is clear inside there. Thank you very much for your comments.
On the other hand, I see Adil's point, the product scope is part of the project scope so the product should be delivered as requested in order for it to achieve its desired objectives which are beyond the project team control.
BA does need to help map and trace value (goals) to objectives.
And you are right, the owner of the business value tied to the objectives of the specific project are the project manager and not the business analyst.
You are correct, product scope is more the realm of the BA and project scope the PM. Is this the ambiguity you are referring to?
I am not sure I totally agree with the notion that a project's success is defined by the business value it adds.
Don't get me wrong, we should not be working on projects that ultimately do not add value to the business.
What I worry about is that the project manager who was given a specific scope, time and resources should be measured by the business value generated by the project.
I think the business value of the project belongs to the project sponsor or the programme.
Ha. Really though, if you don't think a PM should be measured by the value it creates and the strategy it supports, then what??
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