Should PM take up the role of business analyst as well? Is it a good practice? Or should PM have a business analyst in team? Please share your thoughts. Saving Changes...
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saurabh mahajanPMP, ITIL, PRINCE2| vodafonePune, Maharashtra, India
It will differ on project size.if the project size permits project manager to take up the business analyst role as well, then surely he can (given he is domain expert, has business knowledge, knows the client well, etc)
But in a large project where project manager has to concentrate on too many things i doubt he can do justification to both the roles simultaneously. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I have been working with business analysis from the genesis. And I have contributed to business analysis born. The answer is yes she/he can take it. The recommendation is NO, avoid it. But because lot of people like myself started working as business analyst when we were project managers then we have taken both roles lot of time. Both roles are totally different but if you can change your hat each time you perform one role go ahead. Skills are totally different. Focus is totally different. The objective is the same: contribute to create the expected solution to the business problem. Saving Changes...
Should PM take up the role of business analyst as well? As you acknowledged, they are separate roles. Lot of organizations overlap roles and a single individual performs multiple roles. Your organization should help you determine if the roles need to be performed together Saving Changes...
David BiegBusiness Analysis & Requirements Program Manager (Consultant)| Project Management InstitutePittsford, Vt, United States
I concur with Sergio. In an ideal world the PM would rely on someone else to do the business analysis work whether they have a business analyst title or another title. The two roles would closely collaborate but provide their individual expertise to each discipline. However, hybrid roles are very common in small to mid-size companies where they may not have the luxury of having 2 distinct roles. In this case the person who has the responsibility for both roles should clearly understand they have the responsibility for the product as well as the project. These require different skills sets but if you have competency in both then you are well equipped to handle both roles. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
I suggest you check around the Discussions, Anumpam, as we've already discussed this particular topic.
My rule of thumb: one role per project. In other words, I can be a BA on one project while I am a PM on another one. Right now, I am a BA on one project and a PM on four projects. Saving Changes...
I second Stephane, we should play ONE role (one hat) in the context of one project.
I understand that in small project one have to play many roles. Putting too many hats is not a good practice to me. Saving Changes...
David BiegBusiness Analysis & Requirements Program Manager (Consultant)| Project Management InstitutePittsford, Vt, United States
I concur with Stephane and Vincent as you describe the ideal scenario which I believe will lead to project success. Unfortunately that does not represent reality in a lot of organization for a variety of reasons! Saving Changes...
I don't generally disagree with the thoughts noted. However, if you don't understand the business impacts of the project and the direction the project should move in order to support the completion of the project and the business, I would suggest the project would be considered a failure. No a PM should not be a business analyst (as noted previously in some cases this may be a requirement) but they should certainly understand and work closely with that person to ensure the end-state of the project is actually reached.... "Paint the house the color the owner wants, not what you think it should be...." Saving Changes...
