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.
Best practice would have both role at all phase, I agree. Saving Changes...
George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
Apr 15, 2017 1:39 PM
Replying to Vincent Guerard
...
I understand, and I' not saying that we don't need a link.
Actual documentation is build that way. Maybe in upcoming updates.
Vincent - Ok, understood... Maybe in the upcoming updates as you mention... Saving Changes...
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.
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?
...
1 reply by Sergio Luis Conte
May 24, 2017 4:46 PM
Sergio Luis Conte
...
Project scope includes the activities needed to achieve the product scope. Project scope is defined from product scope. The business analyst is accountable for helping the organization to define the product scope. The project manager is accountable for helping the organization to define the project scope. Key here is to understand that from business/organizational objectives (for example "to grow 5% in market share in the current year") business/organizational needs emerge. Because are needs then is a problem to solve (by definition of need). Business analyst helps the organization to define the solution to that problem which is the product/service/result to be create by a project.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
May 24, 2017 1:15 PM
Replying to Serge Aboubacar Toure
...
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?
Project scope includes the activities needed to achieve the product scope. Project scope is defined from product scope. The business analyst is accountable for helping the organization to define the product scope. The project manager is accountable for helping the organization to define the project scope. Key here is to understand that from business/organizational objectives (for example "to grow 5% in market share in the current year") business/organizational needs emerge. Because are needs then is a problem to solve (by definition of need). Business analyst helps the organization to define the solution to that problem which is the product/service/result to be create by a project.
...
1 reply by Serge Aboubacar Toure
May 24, 2017 9:19 PM
Serge Aboubacar Toure
...
Hi Sergio,
I need to mention that BA can be assigned to different type of initiative i mean strategic, tactical and operational initiatives.When it comes to strategic initiatives in fact when the business need is established "5% revenue growth" to stick to your example, the BA is needed to gather and analyse the current situation then define the solution requirements that add value to the business.Then the budget is prepared as part of the business case to justify the investment among others.At the end of the process we must have a portofolio of projects that are chartered to meet the business need.At a tactical level these projects are then assigned a project manager who is authorized to apply organisational resources to the project to achieve the result.As part of these resources, the PM will need the BA to collect requirement at a more detailed level then define the scope statement.right with me?
Saving Changes...
John TiesoAuthor, Lecturer in Business Management| The Catholic University of America, Busch School of Business & EconomicsArlington, Va, United States
Apr 12, 2017 7:49 AM
Replying to John Tieso
...
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.
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. Saving Changes...
Project scope includes the activities needed to achieve the product scope. Project scope is defined from product scope. The business analyst is accountable for helping the organization to define the product scope. The project manager is accountable for helping the organization to define the project scope. Key here is to understand that from business/organizational objectives (for example "to grow 5% in market share in the current year") business/organizational needs emerge. Because are needs then is a problem to solve (by definition of need). Business analyst helps the organization to define the solution to that problem which is the product/service/result to be create by a project.
Hi Sergio,
I need to mention that BA can be assigned to different type of initiative i mean strategic, tactical and operational initiatives.When it comes to strategic initiatives in fact when the business need is established "5% revenue growth" to stick to your example, the BA is needed to gather and analyse the current situation then define the solution requirements that add value to the business.Then the budget is prepared as part of the business case to justify the investment among others.At the end of the process we must have a portofolio of projects that are chartered to meet the business need.At a tactical level these projects are then assigned a project manager who is authorized to apply organisational resources to the project to achieve the result.As part of these resources, the PM will need the BA to collect requirement at a more detailed level then define the scope statement.right with me?
...
1 reply by Sergio Luis Conte
May 25, 2017 6:53 AM
Sergio Luis Conte
...
Not in general (hehehe).All initiatives are strategic. If not, it has no sense to be taken. If you follow the PMI guide to create the process to perform project management everything start with an approved business case. To create the business case the BA is fully accountable but she/he needs to engage somebody with project management knowledge because as you mentioned the business case must contain project scope (at the level the information or the process allow) inside it. That person could be or not could be the assigned project management to the project. Along the project the BA still works and when the project ends the BA still continue working to monitoring if the expected results are achieved as stated into the business case.
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.
It is one of the strength of Prince2 to combine Pre-project, project and post project. A governance that all organisation should consider.
...
1 reply by Sergio Luis Conte
May 25, 2017 6:55 AM
Sergio Luis Conte
...
If you ask me, while in 70% of cases in my personal work activities I have to follow the PMI guide, I fully agree with you about PRINCE2.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
May 24, 2017 9:19 PM
Replying to Serge Aboubacar Toure
...
Hi Sergio,
I need to mention that BA can be assigned to different type of initiative i mean strategic, tactical and operational initiatives.When it comes to strategic initiatives in fact when the business need is established "5% revenue growth" to stick to your example, the BA is needed to gather and analyse the current situation then define the solution requirements that add value to the business.Then the budget is prepared as part of the business case to justify the investment among others.At the end of the process we must have a portofolio of projects that are chartered to meet the business need.At a tactical level these projects are then assigned a project manager who is authorized to apply organisational resources to the project to achieve the result.As part of these resources, the PM will need the BA to collect requirement at a more detailed level then define the scope statement.right with me?
Not in general (hehehe).All initiatives are strategic. If not, it has no sense to be taken. If you follow the PMI guide to create the process to perform project management everything start with an approved business case. To create the business case the BA is fully accountable but she/he needs to engage somebody with project management knowledge because as you mentioned the business case must contain project scope (at the level the information or the process allow) inside it. That person could be or not could be the assigned project management to the project. Along the project the BA still works and when the project ends the BA still continue working to monitoring if the expected results are achieved as stated into the business case. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
May 24, 2017 11:50 PM
Replying to Vincent Guerard
...
It is one of the strength of Prince2 to combine Pre-project, project and post project. A governance that all organisation should consider.
If you ask me, while in 70% of cases in my personal work activities I have to follow the PMI guide, I fully agree with you about PRINCE2. Saving Changes...
I like the discussion that has been taking place. I don't have much to add to it, but would like to respond to the original question. If you look at the PMBOK Guide, the links are there, but they do not explicitly say "this is work the BA should be doing." Consider the following:
Section 4.1 - Project Integration Management: Develop Project Charter. Both the business case and project charter include work that could/should be performed by a BA.
Section 5.1.3.2 - Project Scope Management: Requirements Management Plan. The BA should define how requirements will be managed, not the PM.
Section 5.2 - Project Scope Management: Collect Requirements. Definitely the purview of the BA. Saving Changes...
Community Champion
