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(continued from front flap)

The Business Analyst/Project Manager answers


such commonly asked questions as:
When does a project require a BA, a PM,
or both?

What is the skill and competency profile of

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

What are the boundaries between the BA

and the PMs responsibilities on a project?


What conditions and factors would

determine whether one person should


carry out the responsibilities of both the
BA and the PM on the same project?
Who is responsible for gathering and

documenting requirements?
What is the role of a business analyst on an

agile or extreme project?


The Janus Complex: Are the BA and the

PM really one and the same professional


just displaying a different perspective
depending on the situation?
Learn how to harness the power of the PM/
BA relationship with Robert Wysockis The
Business Analyst/Project Manager.

BUSINESS ANALYST PROJECT MANAGER


A NEW PARTNERSHIP FOR MANAGING COMPLEXITY AND UNCERTAINTY

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

A NEW PARTNERSHIP FOR MANAGING


COMPLEXITY AND UNCERTAINTY

ROBERT K. WYSOCKI, PHD, has over forty


years of experience as a project management
consultant and trainer, information systems
manager, systems and management consultant, author, training developer, and provider.
He is the founder of Enterprise Information
Insights, Inc., a project management consulting and training practice. He has written seventeen books on project management and information systems management.

THE

$49.95 USA / $59.95 CAN


WYSOCKI

BUSINESS ANALYST PROJECT MANAGER

A breakthrough game plan illustrating the need for better


collaboration between Project Managers and Business Analysts
to maximize the value and success of every project

THE

profile, internal organizational environment,


and market conditions.

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

A NEW PARTNERSHIP FOR MANAGING


COMPLEXITY AND UNCERTAINTY

he skill profiles of the Business Analyst


(BA) and Project Manager (PM) have
considerable overlap. Every Business
Analyst must have some proficiency at managing projects and every Project Manager
must have some proficiency at business analysis. While this overlap has often caused
friction and competition between the two
positions, one goal remains clear: both the BA
and PM must be fully vested in maximizing
business value. In The Business Analyst/Project
Manager, author Robert Wysocki draws on his
forty-five years of professional experience as
a PM/BA to shed light on the similarities and
differences of the roles and responsibilities
of these two positions, the need for greater
collaboration, and how to staff a project with
one or both of these professionals.
The first book to take a critical look at these
two professions, and to propose the hybrid
position BA/PM, The Business Analyst/Project
Manager demonstrates why and how the
roles of the Business Analyst versus the
Project Manager need to be more clearly
defined so that they are matched effectively
on a project-by-project basis. Wysocki provides a clear-cut model to show you how different kinds of projects have different skill set
requirements and how to make sure the right
skill sets are matched to all of your projects.
The book also helps you define the conditions when the merged assignment should be
used to maximize business value and how to
staff a project based on the complexity and
uncertainty of the job, available staff skills
(continued on back flap)

The Business Analyst/


Project Manager

The Business Analyst/


Project Manager
A New Partnership for Managing
Complexity and Uncertainty

ROBERT K. WYSOCKI

John Wiley & Sons, Inc.

Copyright 2011 by Robert K. Wysocki. All rights reserved.


Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or
transmitted in any form or by any means, electronic, mechanical, photocopying,
recording, scanning, or otherwise, except as permitted under Section 107 or 108 of
the 1976 United States Copyright Act, without either the prior written permission
of the Publisher, or authorization through payment of the appropriate per-copy
fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923,
(978) 750-8400, fax (978) 646-8600, or on the Web at www.copyright.com. Requests
to the Publisher for permission should be addressed to the Permissions Department,
John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax
(201) 748-6008, or online at www.wiley.com/go/permissions.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used
their best efforts in preparing this book, they make no representations or warranties
with respect to the accuracy or completeness of the contents of this book and
specifically disclaim any implied warranties of merchantability or fitness for a
particular purpose. No warranty may be created or extended by sales representatives
or written sales materials. The advice and strategies contained herein may not be
suitable for your situation. You should consult with a professional where appropriate.
Neither the publisher nor author shall be liable for any loss of profit or any other
commercial damages, including but not limited to special, incidental, consequential,
or other damages.
For general information on our other products and services or for technical
support, please contact our Customer Care Department within the United States at
(800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002.
Wiley also publishes its books in a variety of electronic formats. Some content that
appears in print may not be available in electronic books. For more information
about Wiley products, visit our web site at www.wiley.com.
Library of Congress Cataloging-in-Publication Data
Wysocki, Robert K.
The project manager/business analyst : a new partnership for managing complexity
and uncertainty / Robert K. Wysocki.
p. cm.
Includes index.
ISBN 978-0-470-76744-3 (hardback); ISBN 978-0-470-91023-8 (ebk);
ISBN 978-0-470-91024-5 (ebk); ISBN 978-0-470-91068-9 (ebk)
1. Nutrition. 2. Energy metabolism
1. Project managers. 2. Project management. 3. Business analysts. 4. Business
planning. I. Title.
HD69.P75W956 2011
658.4'04dc22
2010018600

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

Project Manager and Business Analyst Project


Life Cycle Collaboration

15

Historical Perspective
PMs, BAs, and Projects
Putting It All Together

16
18
41

A Generic Dual-Career-Path Model

43

A Dual-Career-Path Position Family


Using the Dual-Career-Path Model
Putting It All Together

43
50
61

Project Manager and Business Analyst


Position Family

63

PM and BA Position Landscape


Organizational Placement of the PM and BA
Putting It All Together

65
77
77
v

vi

CHAPTER 4

CHAPTER 5

CHAPTER 6

CHAPTER 7

Contents

Project Manager and Business Analyst Skill Profiles

79

BA and PM Proficiency Model


Selecting an Assessment Approach
Skill Assessment Process
Career and Professional Development Program
Project Portfolio Management Process
Training Curriculum Design, Development,
and Scheduling
Resource Planning Process
Resource Management Process
Putting It All Together

80
81
86
87
91
94
95
95
95

The Project Landscape

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

Integrating the Project Manager and Business


Analyst into the Landscape

125

Strengths, Weaknesses, Challenges, and


Opportunities of PM and BA integration
Mapping the PMs and BAs into the Project
Landscape
When Should One Professional Have Both Project
Management and Business Analysis Responsibility
on the Same Project?
Putting It All Together

140
145

PM/BA Career and Professional Development

147

Examples of PM/BA Job Opportunities


PDP Contents
A Deeper Look into the PM/BA Landscape
Organizational Support
PMO, BA Center of Excellence and BA
Community of Practice
Putting It All Together

147
155
158
166

126
137

167
176

vii

Contents

In Conclusion: A Call to Action

179

A System to Prepare PM/BA Professionals


A Call to Action

179
182

Skill/Proficiency-Level Matrices for the Eight PM/BA


Position Levels in the Project Management
Landscape

185

APPENDIX B

PM and BA Training Provider Courses

217

APPENDIX C

PM/BA Curriculum

223

APPENDIX A

About the Author

229

Index

231

Foreword

n the twenty-first century, we find ourselves at a crossroads in the world


of business. Corporations large and small are still our best bet to produce
wealth. Innovation is essential for businesses to remain competitive, and
we must be able to change on a dime. Standing still means extinction.
Traditional project management practices are giving way to alternative
approaches to manage the complexity and the dynamic nature of todays
projects and to deliver real business value early and often. As we mature
our ability to select and invest in the most valuable projects, the relatively
trivial enhancement and incremental improvement projects will go by the
wayside, to enable us to dedicate scarce, expert resources to projects that
bring about significant change in the way we do business. So business
transformation projects are only going to get bigger, more complex, more
difficult, and more prevalent. Our project performance track record thus
far is bleak: Nearly two-thirds of IT projects fail or are significantly challenged, resulting in unsustainable financial impacts. Clearly, we must find
new ways to manage large, complex IT projects. A perfect storm of events
is colliding to force us to do projects differently.
Are we up to the challenge? Are we transforming our views of IT from
IT is irrelevant but a necessary (and very costly) expense to Our future
depends on our ability to reach business/technology optimization, thus using
technology as a competitive advantage ? Are we able to transform our thinking from project management to project leadership ? What does project
leadership look like? It is much more about collaboration than it is about
management and control. It is the formation of expert teams to make critical project decisions. Trends include the emergence of new disciplines,
including professional business analysis and complex project management.
In addition, project management offices (PMOs), entities that have struggled
for two decades to demonstrate their value, are giving way to enterprise
practice centers of excellence, responsible for integrating and maturing all
ix

Foreword

the disciplines that must come together to deliver complex business


solutions.
Up until now, we have fielded what I will call average project teams
that have failed to get successful results in over 60% of projects where a
significant change to the existing business is needed. Complexity demands
superior skills in many areas of expertise: strategy, opportunity analysis,
feasibility analysis, architecture, development, business acumen, financial
analysis, innovation, and vision. It is no longer about the project manager
managing and controlling the project. It is about a team (It takes a village)
of experts working collaborative, each taking the lead when his or her
expertise is vital.
In this important work, the author takes a deep dive into the subtleties of shared leadership for two of the key project leadership roles,
Project Managers (PMs) and Business Analysts (BAs). The author presents
a strong argument for PMs and BAs to become not just joined at the hip
but sometimes to have one and the same hip. Instead of thinking of these
roles as project managers and business analysts, we must now think of
them as complex project managers and enterprise business analysts. Once
we make that leap, it is clear that we must groom our PMs and BAs to
become vital, strategic assets. Doing this requires leadership qualities
resulting from a combination of professional and personal experiences,
innate personality traits, and a keen understanding of and capability in
the two professions. These superior skills take years to develop. Only a
limited number of BAs/PMs will ever be able to integrate the BA/PM skill
set to better handle the most complex projects. We need to identify highpotential candidates now and put them on a development fast track. To
do so, Wysocki states that we need to determine the current profile of
our PMs and BAs; understand the demand for superior skills by looking
at past, current, and future projects; determine if we have a surplus or
deficit; and develop a plan to bring these resources into balance.
Part of that plan needs to include our ability to harness the power of
the PM/BA partnership, because there will certainly be projects that are
best served by a PM and a BA working as co-leaders. Wysocki provides
us with effective tools to help determine the need for these exceptional
project assets, develop a dual career path for their development, and
make the best configuration of leadership assignments based on project
characteristics. The author goes so far as to propose a new professional
the PM/BAhow we might use such a professional to greatly enhance
project performance, how the PM/BA position family and career path
might be defined, and what a professional development program might
look like.
As our journey to mature both the project management and business
analysis capabilities ensues, Wysockis in-depth discussion of the synergies

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

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