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Practice Areas: Business Analysis/Requirements Management, Organizational Project Management
Is business analysis properly linked to project management within the PMBOK guide?
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I have always seen a gap, but this is just a personal opinion...

I think there should be more reflected in initiation or even prior to initiation...
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George, I think I agree with you. There is a gap. Perhaps the 6th version of the PMBOK will take care of this?
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1 reply by Sergio Luis Conte
Apr 13, 2017 7:04 AM
Sergio Luis Conte
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Denise, there is no gap. Perhaps that is your perception because before the last year two different organizations worked on roles definition: the IIBA for business analysis and the PMI for project management. Both organizations take into account each other to create the BABOK and the PMBOK. Now, all have been integrated by one organization (the PMI). As any other practices you can follow your own path obviously. But thre is no gap
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Agreed. it is really nearly impossible to understand or evaluate requirements where no business analysis-present or desired- has not been done. Any team in a large project really needs a member with business analysis capability to keep them on the right path.
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1 reply by Sergio Luis Conte
Apr 13, 2017 7:06 AM
Sergio Luis Conte
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Totally agree John. Just one comment. Key is to differentiate the requirements. Product/service/result requirements are in charge of the business analyst. Project requirements are in charge of project manager. From product/service/result requirements the project manager defines the project requirements.
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I have always thought about that.The processes of collecting requirements and defining scope are tight to the business analysis process in the CBAP.
The requirement classification scheme in the CBAP is the same as in the PMBOK5.
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2 replies by Serge Aboubacar Toure and Sergio Luis Conte
Apr 13, 2017 7:08 AM
Sergio Luis Conte
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Serge, what you say about requirements clasification inside the BABOK and PMBOK is right and demostrate (I lived that) that both organizations take into account each other to create their BOKs. Just one comment: are different type of requirements Product/service/result requirements are in charge of the business analyst. Project requirements are in charge of project manager. From product/service/result requirements the project manager defines the project requirements.
May 24, 2017 1:15 PM
Serge Aboubacar Toure
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Hi Sergio,
That's right that's why the project scope include the product scope toobut the business analyst is neede to define the product scope first then the project manager to define the project scope to provide the product scope.right?
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There may be a gap but a business analysis is deemed needed and the effect of not doing it will have a negative impact eventually, in my opinion it must be done to make sure the project is executed properly...
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1 reply by George Lewis
Apr 11, 2017 10:25 PM
George Lewis
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I Agree...
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Part of BA is done before the actual project !
PMBOK is concern with the project .
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3 replies by George Lewis, Jess De Ocampo, and Sergio Luis Conte
Apr 11, 2017 9:54 PM
Jess De Ocampo
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Exactly. You nailed it.
Apr 11, 2017 10:30 PM
George Lewis
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Vincent - I respectfully disagree...

Depending on the view -which I do respect- you may have one big project (BA Project + Actual Project), you may have two different projects (requirements + actual project), you may have one big actual project (with no BA)...

There is much around the topic just to say that BA is done before the actual project.

So, even if technically the comment is correct, the GAP still exists, there is a link between the work delivered by the BA and received by the PM.

It's muy humble opinion as both a PM and a BA, and also believes the PMBOK lacks the integration. But this is jut a nice and open discussion. :)

Comments?
Apr 13, 2017 7:12 AM
Sergio Luis Conte
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As Vincent wrote you can split the process into three main component: pre-project, project, post-project. Other approches like PRINCE2 take the three into the same project life cycle. That is not the case of PMI becuase there is no project life cycle into the PMBOK due to is a Guide. Pre-project and Post-Project activities are in charge of the business analyst. Project are in charge of the project manager. The best practice demmands that both roles perform they work along the three phases but it depends on your life cycle. For example, the project manager role that works in pre-project could not be the project manager assigned to the project.
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Apr 11, 2017 9:39 PM
Replying to Vincent Guerard
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Part of BA is done before the actual project !
PMBOK is concern with the project .
Exactly. You nailed it.
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Apr 11, 2017 9:24 PM
Replying to Jess De Ocampo
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There may be a gap but a business analysis is deemed needed and the effect of not doing it will have a negative impact eventually, in my opinion it must be done to make sure the project is executed properly...
I Agree...
Network:8448



Apr 11, 2017 9:39 PM
Replying to Vincent Guerard
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Part of BA is done before the actual project !
PMBOK is concern with the project .
Vincent - I respectfully disagree...

Depending on the view -which I do respect- you may have one big project (BA Project + Actual Project), you may have two different projects (requirements + actual project), you may have one big actual project (with no BA)...

There is much around the topic just to say that BA is done before the actual project.

So, even if technically the comment is correct, the GAP still exists, there is a link between the work delivered by the BA and received by the PM.

It's muy humble opinion as both a PM and a BA, and also believes the PMBOK lacks the integration. But this is jut a nice and open discussion. :)

Comments?
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2 replies by Sergio Luis Conte and Vincent Guerard
Apr 13, 2017 7:14 AM
Sergio Luis Conte
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With all my due respect George is not about what you think (generally speaking), is about what you can find into the documentation, mainly the BABOK (IIBA) and the PMBOK (PMI). You have to check your comment here because is not right. Not because I am saying that, is because you can find it into the documentation.
Apr 15, 2017 1:39 PM
Vincent Guerard
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I understand, and I' not saying that we don't need a link.

Actual documentation is build that way. Maybe in upcoming updates.
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BA should be part of requirements development, and thus the reply that it is not part of the project is technically true. However, as with many requirements development exercises, the BA is often inaccurate or incomplete, and the project team ends up having to redo some or even much of it to get to reality. if the sense is there that change is needed, a prospective PM and/or sponsor should be part of the BA effort, bringing their information to the team, as it comes on line.
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3 replies by George Lewis, John Tieso, and Sergio Luis Conte
Apr 12, 2017 9:02 AM
George Lewis
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John - interesting comment.

That's also another view, where the PM should be part of the BA effort.

It is clear that there is a GAP, and this is one of the reasons projects "sometimes" fails...

Very interesting discussion...
Apr 13, 2017 7:18 AM
Sergio Luis Conte
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John, your comments are very valuable for me. Bussiness analyst MUST BE part of the project. If not the project will fail. Why? Because business analyst focus is product/service/result and that must be manage around the whole life cycle mainly because as everybody knows there will be changes along it. BUT it will depend on the life cycle. In fact, inside the BABOK, you can find an activity which where the business analyst is accountable and needs other stakeholders (the project manager between them) that is to define the solution approach (the life cycle) to use.
May 24, 2017 5:38 PM
John Tieso
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Both interesting comments. The Pm doesn't displace the BA, but needs to understand the BA, and contain the focus to that described in the scope. In some instances, the BA describes things outside the scope, and the decision needs to be made whether or not it is truly outside, or the scope needs to be adjusted to something including the description.

In either case, the PM needs to understand what the BA is doing,. how it is being pursued, and what the expected outcomes ought to be, consistent with the requirements and scope.
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Apr 12, 2017 7:49 AM
Replying to John Tieso
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BA should be part of requirements development, and thus the reply that it is not part of the project is technically true. However, as with many requirements development exercises, the BA is often inaccurate or incomplete, and the project team ends up having to redo some or even much of it to get to reality. if the sense is there that change is needed, a prospective PM and/or sponsor should be part of the BA effort, bringing their information to the team, as it comes on line.
John - interesting comment.

That's also another view, where the PM should be part of the BA effort.

It is clear that there is a GAP, and this is one of the reasons projects "sometimes" fails...

Very interesting discussion...
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1 reply by John Tieso
Apr 12, 2017 4:05 PM
John Tieso
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George: I agree, once the PM is appointed, it is his/her responsibility to carry the BA effort forward to a reasonable level of decomposition which makes fashioning a solution possible. In too many instances, the initial BA is insufficient in granularity or clarity to really do work based on it, and the team needs to massage it further to get that clarity.
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