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EVOLVING THE BA/PM PARTNERSHIP

How emotional intelligence, soft skills, and self-awareness can help bridge the gap between theory and realityShawna Anderson, CBAP®

Heather Gordon, PMP®

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For a seed to achieve its greatest expression, it must comecompletely undone. The shell cracks, its insides come out, andeverything changes. To someone who doesn’t understandgrowth, it would look like complete destruction.- Cynthia Occelli

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Who we are, what we do, and a brief attempt to convince you on why we should speak on this topic.THE ASSIGNMENT

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• Trained in Systems Thinking, Quality Improvement, Design Thinking, Business Analysis

• 14 years Mayo Clinic experience• CCBA® Certified 2012• CBAP® Certified 2015

Business Analyst

• Trained in Instructional Design, Project Management, Change Management

• 2 ½ years Mayo Clinic experience; 10 years external experience

• PMP® Certified 2011• Prosci® Certified 2015

Project Manager

• In process for over 2 years• BA assigned during testing

phase• PM assigned after BA; 4th PM in

3 months• PM is new to Mayo Clinic

Project

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Why does this topic even matter? What is the impact of downplaying or ignoring this crucial business relationship?THE PURPOSE

Companies continue to increase their investment on software development. The cost of getting it wrong can be astounding. Did you know:

• 71% of failed software projects are traced to poor requirements – CIO Magazine• 40% of the effort in an average software project is fixing errors • Requirements defects account for 56% of re-work – Butler Group, 2005• $250 billion of annual waste is traced to poor requirements (global)• $194.4 billion is spent on software development (U.S. Bureau of Economic Analysis, 2008)• $46 billion is spent on fixing software requirements errors (USA)

These are real projects with project managers and possibly business analysts assigned to them. If you’re the PM and a BA isn’t assigned, you can bet that tag – you’re it. And see above.

If BAs and PMs can learn to work effectively together – master the roles and the skills - we can directly impact the total costs of projects and can help to reduce failure rates across any industry.

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THEORY5BABOK. PMBOK. BOKBOK. KIDDING.

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Example: Software DevelopmentBusiness Strategy

Strategy Analysis Requirements Design Develop Test Deliver Operations Deactivate

THE LIFECYCLES

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Project Managers are assigned to the project lifecycle; Business Analysts are assigned to the solution lifecycle.

Project

Initiating Planning Monitoring Executing

SolutionPlanning and Monitoring

Elicitation & Collaboration

Requirements Life Cycle Strategy Analysis

Requirements Analysis and

Design

Solution Evaluation

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THE FUNNEL

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Business Analysts and Project Managers facilitate the process of moving from vision to execution.

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BA focus

PM focus transition point! when requirements

get defined

BA leadsPM contributes

PM leadsBA contributes

project

project

Principal BA deliverables:business casegap identificationbusiness requirementsclient requirementsinitial stakeholder analysis

PM deliverables:change management planfinal stakeholder analysisrisk management planupdated project charterupdated work breakdown structureproject plancommunication planchange control planbusiness readiness plan

Strategy BA deliverables:visionbusiness objectivesstrategy to achieve objectives

BA deliverables:solution requirements

project

PM deliverables:initial work breakdown structureinitial project charter

project

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THE BOK ROLES AND RESPONSIBILITIES*

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“No matter how brilliant your mind or strategy, if you’re planning a solo game, you’ll always lose out to a team.”-- Reid Hoffman (LinkedIn CoFounder)

Project ManagerProject Focus

Organizer

Planner

Director

Change Agent

Communicator

Conflict Manager

Risk Monitor

Business AnalystSolution Focus

Facilitator

Caretaker of Needs

Requirements Manager

Enterprise Interest

Negotiator

Chaos Translator

*translated

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THE OBSERVED ROLES AND RESPONSIBILITIES

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“No matter how brilliant your mind or strategy, if you’re planning a solo game, you’ll always lose out to a team.”-- Reid Hoffman (LinkedIn CoFounder)

Project ManagerProject Focus

Planner

Driver of Everyone and Everything

Deciders

Fast

Business AnalystNot-Really-Sure Focus

Dreamer

Documenter

Slow

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REALITY10… the best laid plans ….

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THE COMING UP TO SPEED… BEGINNING REALITY

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“Theory is splendid, but until you put it into practice, it is valueless.” – James Cash Penney

Chaos Stress Confusion Trust

Timelines Outcomes Fear Requirements

Scope Roles Clarity CommStyles

Expectations Experience Approach Network

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THE COMING UP TO SPEED… END REALITY

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“Theory is splendid, but until you put it into practice, it is valueless.” – James Cash Penney

PM Primary Responsibilities

Timelines

Project Scope

PM Role Expectations

BA Primary Responsibilities

Requirements

Solution Scope

BA Role Expectations

Joint Responsibilities

Chaos

Stress

Confusion

Trust

Outcomes

Fear

Roles

Clarity

Communication Styles

Team Expectations

Experience

Approach

Network

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KEY TAKEAWAYS13Planning without action is futile;

Action without planning is fatal.

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“Ideas are easy. Implementation is hard.” – Guy KawasakiSTATING THE UNSTATED

• BAs need to focus on building the right solution within the context of the project

• BAs need to understand that their work is reflected and communicated through the work of the PM

• PMs need to focus on delivering that solution within a pre-determined deadline, an existing budget, and the available set of resources

• PMs needs to understand that BAs have a strategic focus and role on a project and need to be supportive of that role

• BAs need to be conversant about the business at every level of the organization

• BAs need to understand business rules and strategic objectives

• PMs must embrace the goals of the initiative

• PMs need to be asset stewards of project resources and timelines

• Both roles need to be practitioners of emotional intelligence and self-awareness

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FOCUS ON THE RIGHT ROLES AND RESPONSIBILITES

PRACTICE ADVANCED PROFESSIONAL SKILLS

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THANK YOU!15We only part to meet again.