Steven ZacharyDirector| Alberta Health ServicesCalgary, Alberta, Canada
I hear this question frequently. In fact I just watched a presentation on it last week.
The thinking goes something like this. The roles are close enough that "exceptional" people can do both roles inside the same project.
Another line of thinking goes the roles should be merged.
It makes zero sense in my humble opinion. There's simply too much work for either role to be done well as a combo. It's not that someone can't succeed in a combination role. I think they can, we've all been there once in our careers.
It's just that I don't think one could EXCEL in that type of combination role without offsetting roles or some delegation structure. What are your thoughts and ramblings about the PM and BA relationship? Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
This can go on forever Steven :D Saving Changes...
Chris ObasiCEO| COBASING Inc.Aurora, Co, United States
We as PM’s are to orchestrate the process for successful delivery of project goal; we are not the DOERS though in Small Business we are made to wear the combo PM-BA cap.
With role delineation and career path definition the PM needs the BA as Subject Matter Expert to provide Expert judgement (Requirement) because the BA has specialized training in Business Analysis skill. I am of the opinion the roles should be separate and be separated. Reference Business Analysis for Practitioners A Practice Guide.
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1 reply by Steven Zachary
Jan 01, 2016 11:43 AM
Steven Zachary
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Agreed, the BA Practice guide is pretty clear on this point.
Saving Changes...
Steven ZacharyDirector| Alberta Health ServicesCalgary, Alberta, Canada
Dec 31, 2015 4:47 PM
Replying to Chris Obasi
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We as PM’s are to orchestrate the process for successful delivery of project goal; we are not the DOERS though in Small Business we are made to wear the combo PM-BA cap.
With role delineation and career path definition the PM needs the BA as Subject Matter Expert to provide Expert judgement (Requirement) because the BA has specialized training in Business Analysis skill. I am of the opinion the roles should be separate and be separated. Reference Business Analysis for Practitioners A Practice Guide.
Agreed, the BA Practice guide is pretty clear on this point. Saving Changes...
Cheryl LeeBusiness Analysis and Project Management Consultant and Instructor| Knowledge AdaptersThornhill, Ontario, Canada
I agree it really depends on the size and complexity of the project whether a single person can wear both the PM and BA hats. On large scale initiatives I would also agree that there aren't enough hours in a day to perform both project management and business analysis functions effectively. However for minor enhancements or projects broken into smaller increments it's certainly becoming the trend for hybrid PM/BAs. I wouldn't go as far as to say the roles should be merged in all situations.
Perhaps what we should be focusing on is not so much who is doing it but ensuring the project management and business analysis functions are being performed effectively on a project which may or may not be carried out by the same person, depending on capacity and whether the individual has the competencies to execute both functions. Arguably we all have a little bit of the PM and BA in us.
Whether performed by the same person or different, it's still immensely important to understand the handoffs and relationships between project management and business analysis - for instance the relationship between project and product scope. Therfore always helpful to understand both perspectives to not only be able to potentially step into either role, but also to understand the needs of your counterpart on the project. Saving Changes...
John TiesoAuthor, Lecturer in Business Management| The Catholic University of America, Busch School of Business & EconomicsArlington, Va, United States
In smaller teams, perhaps still large enough for a BA, the PM can choose to take several of the areas involving analysis for him/herself, reducing the load of the BA(s), and then use that opportunity to to both (1) ensure integration of effort and (2) provide educational opportunities for the BA to see the larger picture as the project progresses. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Since my job is Executive Consultant, I work on various projects in various roles: project manager, development manager, resource manager, business analyst, and enterprise architect.
My rule of thumb is: one role per project. The only time I will break my rule is if the project is very small.
The problem with having more than one role on a project is that you are taking away a different perspective. Never underestimate the value of having to explain your point of view. It forces you to be a more critical thinker. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Stephane, I second your point.
It's about separation of duties, even if a given individual could do all.
The discussion PM/BA is similar to PM/Program Mgr or SME/PM. Some immature organizations do not yet understand the differences and will ask individuals to wear several hats, even when they require different behaviors. This is one reason for project failure. Saving Changes...
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