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roject failure rates are skyrocketing. Much of that failure stems from the
scoping phase of the project, specifically requirements gathering and management. While the Project Manager (PM) and Business Analyst (BA) both
have a role, their respective responsibilities and their interactions have not
been clear . . . until now.
a BA as compared to a PM?
Praise for
documenting requirements?
What is the role of a business analyst on an
Bob has written the most comprehensive book to date on the roles of the
PM and BA. He correctly asserts there is not one right way to assign these
resources to every project. The complexity and differing characteristics of
individual project types must be considered when deciding which roles and
which individuals will excel on each project. Bob provides very specific
recommendations that will help managers select the right person for the
right role.
Barbara Carkenord, CBAP, Cofounder, Chief Curriculum Strategist,
B2T Training
This book thoughtfully and persuasively clarifies the roles of the project
manager and business analyst, showing how they can effectively work
together to deliver maximum value to an organization. It not only provides
historical context, but articulates the collaboration needed as we move into
newer ways of delivering solutions to organizations. In delving into the
nature of the relationship between the two roles, it leads us through the
complexities of the project management life cycle in clear, understandable
language. This ground-breaking book is sure to spark lively discussions for
years to come.
Elizabeth Larson, PMP, CBAP, Chief Executive Officer, Watermark Learning
Without a strong working relationship between project managers and business analysts, a project is almost guaranteed to fail. If youre having problems with that relationship, you need to read this book. Bob provides clear
and practical advice on how to improve the performance of both roles that
can and should be read by everyone from individual PMs and BAs to
senior executives.
Kevin Brennan, CBAP, PMP, VP, Professional Development,
International Institute of Business Analysis
THE
THE
THE
THE
BUSINESS
ANALYST
PROJECT
MANAGER
A NEW PARTNERSHIP
FOR MANAGING
COMPLEXITY AND UNCERTAINTY
RO B E RT K . W YSO C K I
4-COLOR
GLOSSY
BUSINESS ANALYST
PROJECT MANAGER
ROBERT K. WYSOCKI
Contents
Foreword
ix
Acknowledgments
xiii
List of Abbreviations
xv
Introduction
CHAPTER 1
CHAPTER 2
CHAPTER 3
Historical Context
Areas of PM and BA Overlap
Context
How This Book Is Organized
Who Should Read This Book
How You Will Benefit from This Book
4
5
8
9
10
12
15
Historical Perspective
PMs, BAs, and Projects
Putting It All Together
16
18
41
43
43
50
61
63
65
77
77
v
vi
CHAPTER 4
CHAPTER 5
CHAPTER 6
CHAPTER 7
Contents
79
80
81
86
87
91
94
95
95
95
97
Project Landscape
Project Complexity and Uncertainty
Q1 Projects
Q2 Projects
Q3 Projects
Q4 Projects
Project Landscape with Project Management Models
Putting It All Together
98
99
106
112
118
120
122
123
125
140
145
147
147
155
158
166
126
137
167
176
vii
Contents
179
179
182
185
APPENDIX B
217
APPENDIX C
PM/BA Curriculum
223
APPENDIX A
229
Index
231
Foreword
Foreword
Foreword
xi
between the two roles and the advantages of a combined PM/BA role
makes a valuable contribution to our ability to be successful on complex
projects of the twenty-first century.
Kathleen Hass, PMP
Principal Consultant
Kathleen Hass & Associates
Acknowledgments
or the past few years I have followed the project management and
business analysis thought leaders discussion about the roles, responsibilities, and relationship between the Project Manager and the Business
Analyst. I could not resist adding my own two cents worth to the discussion with a seven-article series in BA Times and again in Project Times. The
response was overwhelming and clearly pointed out the need for a foundation on which to formally discuss the issues. That resulted in this book. I
think we all owe a debt of gratitude to all of those who took the time to
comment in writing and in conversation. I would not have been inspired
to write this book without their involvement in the discussion.
xiii