The Bridge - Fall 2005

Why Does a Project Need Them Both?Why Does a Project Need Them Both?

Project ManagerBusiness Analyst

Project ManagerBusiness Analyst

FacilitatingRequirements

Charting theCourse AutoZone

Book ReviewThe World is Flat

Did You KnowMS Project Tips

the CONNECTING BUSINESS REQUIREMENTS TO TECHNOLOGY

Fall/Winter 2005

New Course

letter from the editors

We are excited to be discussing the complementary roles of the Project Manager and Business Analyst inthis issue of the bridge. While many companies are realizing the importance of incorporating more

structured approaches to business analysis and having people trained in the techniques, some are utilizing the

skills of their existing Project Managers to perform this role. Project Managers possess many of the skillsnecessary to perform business analysis, but they can find it challenging to manage the project while alsogathering, analyzing, and documenting requirements. Our main article, Why Does a Project Need a ProjectManager and Business Analyst?, discusses this issue in detail and provides some best practice ideas.

Additionally, Autozone, Inc. shares their experience with improving their project management procedures andsome suggestions that can be incorporated into any organization. They believe that having a strong projectmanagement approach is a foundation upon which to build a strong business analysis approach.

We are asked many times, “Who should develop the project scope?” or “Why are you teaching Business Analystshow to define the scope? Our Project Managers are responsible for the scope.” Our Vice President, Business

Development, Angie Perris, discusses the different uses of the word ‘scope’ and gives examples of each in hercolumn Lost in Translation. It highlights the differences between a Project Scope and the Business Area Scope.

This fall is a busy time for the Business Analyst community. There are three targeted conferences this fall. Thedemand for these conferences recognizes an increased awareness and the need for knowledge and professional

growth in this area. We have included an events calendar and information about each conference can be foundinside this issue. We encourage you attend one of these conferences.

Another indicator that the business analysis profession is growing is the increase in US Chapters of the IIBA.Read the IIBA Update which highlights the expansion of the chapters and gives a brief update of the IIBA.

B2T Training continues to be very involved in the IIBA and is chairing the chapter and corporate sponsorshipcommittees and working extensively on the Body of Knowledge development.

We encourage you to continue to visit our website often to find new resources for your profession. If you wishto provide articles or materials that we can share with your peers, forward them to [email protected].

TINA JOSEPH BARBARA CARKENORD

Certified Woman OwnedSmall Business

PMBOK and PMP are registered trademarksof the Project Management Institute, Inc.

t a b l e o f c o n t e n t sWhy Does a Project Need a Project Manager and a Business Analyst?

IIBA Update

Certified Business Analysts

Did You Know?MS Project Tips

Charting the Course: One Company’s Voyage to Software Excellence

PM & BA Brain Teaser

Lost in TranslationScoping Your Project–What is your perspective?

Ask the ExpertsNew Project Assignments

Book ReviewThe World is Flat by Thomas Friedman

B2T Training New CourseFacilitating Requirements

B2T Training Certified Core Courses

B2T Training Additional Course Offerings

B2T Training • 11795 Northfall Lane, Suite 601 • Alpharetta, GA 30004 • 866-675-2125

B2T Training is a woman-owned small business based in Atlanta, GA. Our training focuses on proven skillsand techniques to define and scope the business problem, gather and analyze requirements, document therequirements, model the requirements, and follow through with the development of business requirementstest plans to ensure the project has met its defined objectives.

Our training is offered nationally and on a limited international basis. Most of our classes are taught onsiteand are tailored to the unique environments of each organization. Public classes are also available in variouscities around the US.

Executive VP, Sales/Marketing, CEOTina Joseph

©2005 B2T Training. All rights reserved.

theFall/Winter 2005

3

557

8

1011

13

13

14

1617

the bridge l Fall/Winter 2005 2

PresidentBarbara A. Carkenord

VP, Business DevelopmentAngie Perris

volume 2 l issue 2

Page 3

Page 13

Page 8

The best way to guarantee successof any type of project is to havea strong, experienced ProjectManager and a strong,

experienced Business Analyst. These twoindividuals, working together from thebeginning of the project, set the stage forsuccess by accurately planning and clearlydefining the expected outcomes. Both roles are necessary because they are eachresponsible for a different set of tasks andthey each possess a set of skills thatcomplement each other.

The two roles are closely tied, butexactly what are the similarities anddifferences, and why does a project needboth? In many organizations, oneindividual is being asked to play both roles.This article discusses the importance ofassigning different individuals to each roleto ensure project success.

Why Does a Project Need a PM and a BA?Having both a Project Manager (PM) anda Business Analyst (BA) is critical to aproject’s success. Each role providesspecialized capabilities that make thedifference between whether a projectsucceeds or struggles. PMs and BAs eachhave unique skills and knowledge areasthat, when used together, produce a highquality product. They both want theproject to be successful and want to satisfytheir customer – the Executive Sponsor.They both understand the ultimate goal ofthe project – to meet the project objectives.They each work on their own tasks withinthe project to achieve these objectives.There are some areas of a project where the PM and BA work together or serve as a back-up for each other. There are manyother areas where the two individualsdiverge and do very different types of tasks.

The PM is responsible for ensuring that

the product is delivered to the customer on time and within budget. The BA isresponsible for ensuring that the product isbuilt according to the requirements and isbuilt correctly. This difference in focus isthe reason that having both roles on theteam is critical. The product will be builtcorrectly, according to requirements, ontime and within budget!

Working TogetherSo how do the PM and BA work togetherto make the project a success?Fundamentally, the PM manages projectresources (people, money) and the BAmanages the business stakeholders. The BAreports to the PM on his or her progress onthe tasks in the work breakdown structure(WBS) in relation to requirements. Usuallyat the beginning of the project the PM andBA work very closely together and oftenwork on the same tasks. As the project getsgoing, they each focus on their respectiveresponsibilities and talk frequently to sharetheir progress. Excellent PMs and BAs willwork hand-in-hand to make the most ofeach other’s strengths.

It is the healthy tension between thePM and the BA—the PM pushing to moveforward and the BA cautiously wanting togather just one more detail before goingforward—that makes the combination sosuccessful. They are inter-dependentbecause their goals are in conflict.

At the beginning of the project there areareas of overlapping responsibilities such asproject scope definition, development ofthe project statement of purpose, projectobjectives and identification of businessrisks. A strong PM will utilize the analysisskills of the BA to make sure that the scopeis feasible and well defined. See Lost inTranslation on page 11 for more details.

As requirements are gathered, analyzedand documented by the BA, the PM is

3 Fall/Winter 2005 l the bridge

Why Does a Project Needa Project Manager and

a Business Analyst?Similarities, differences andhow they worktogether

BY BARBARA A. CARKENORD,

PRESIDENT, B2T TRAINING,

The Project Manager• Is usually the first person

assigned to the project.

• Is responsible for planning the project and ensuring the team follows the plan.

• Manages changes, handles problems and keeps the project moving.

• Manages people, money and risk.

• Is the chief communicator ofgood or bad news to the Business Stakeholders and IT Management.

The Business Analyst• Is usually assigned to the project

after it has started.

• Is responsible for bridging the gap between the business area and IT.

• Learns the business inside and out.

• Essentially serves as the architect of effective business systems.

• Is viewed inconsistently across the industry in regard to job title, definition and responsibilities.

closely involved, reviewing therequirements and adjusting the plan asnecessary. The PM also reviews thedecisions made when the BA and technicalarchitect design the solution. Typically thePM reviews all project deliverables at ahigh level looking for project adjustmentsand issues. The BA reviews projectdeliverables that are related torequirements, solution design and testing;looking in detail to make sure that thebusiness needs are being addressed.

During the project both the BA and thePM will maintain a relationship with their“customers.” The BA is the advocate forthe business area and the PM will reportproject status and work to resolve issues.Both roles also have an ongoing dialoguewith the technical team members: the BAworking with the technical architects todesign a solution, the PM watching theprogress of the team and adjusting the plan as decisions are made.

When One Person Performs Both RolesThere are many projects where one person isassigned to act as both the PM and the BA.This is common and probably appropriateon small projects or when the organizationis short staffed. Unfortunately, it is alsocommon in organizations where there is alack of understanding of the BA role andwhere the expectation is that businessanalysis is just another task a PM performs.

For the individual playing this dualrole, the challenge is to be aware of theconflicting focus and to try to act in onerole at a time. You may find you are havingdisagreements with yourself, and it may behelpful to have a fellow PM or BA listen toyour internal debate to try and help youmake decisions. Be aware that youprobably have a preference for one role orthe other and you may find yourself

neglecting the tasks of the role that youenjoy the least. If you prefer doing PMwork, you may miss requirements. If youprefer doing BA work, you may allow theschedule to slip or forget to direct yourteam members. This situation is furthercomplicated if you are also assigned toother project responsibilities (i.e., you arealso the technical architect) or assigned towork on other projects. Your projectschedule, budget and product quality may be affected. Be sure to plan for adequatetime needed to do both jobs effectively.

If you find yourself in this situationfrequently in your organization, use yourexcellent communication skills to heightenawareness regarding the conflicting roles toyour managers. Make management andyour project team aware of your conflictingresponsibilities and challenges associatedwith them. Seek help in managing the

schedule and help to gather and documentthe requirements. If possible, try tominimize involvement on other concurrentprojects. We cannot always have the idealsituation so make the best of what youhave and communicate the issues as clearlyas possible.

Dynamic DuosWhen assigning PMs and BAs to a project,executive management should be aware of the importance of this dynamic duo. Theirsuccess depends on their respective experience,knowledge and skill sets. The results will varydepending on the individuals selected.

If a strong PM is assigned to work witha weak (inexperienced, unskilled orinsecure) BA, the requirements gatheringand analysis tasks may be rushed andimportant requirements may be missed.The PM will be pushing for the project toprogress and the BA will not be strongenough to convince the PM that complete,accurate requirements are critical to projectsuccess. This may result in rework late inthe project when the missing requirementsare identified. Rework may result inschedule and budget overruns.

In the opposite situation, if a weak PM is assigned to work with a strong BA, toomuch time may be spent in requirementsgathering and the project will fall behindschedule. BAs want to get every single detail100% correct before moving forward and ifthe PM lets the BA try to accomplish thisvirtually impossible task, the schedule willbe jeopardized. Also, if the PM does not

strictly enforce the change controlprocedure, BAs may allow business peopleto add more and more requirementsresulting in “scope creep” and project delays.

Obviously, the worse case situation is aproject with a weak PM and a weak BA.


(Continued, See PM and BA on page 9)

SKILLS COMPARISON - SIMILARITIES

Project Manager

• Strong communication skills

• Understanding of the SDLC

• Negotiation/consensus building

• Strong interpersonal and client management skills

Business Analyst

• Strong communication skills

• Understanding of the SDLC

• Negotiation/consensus building

• Strong interpersonal and client management skills

SKILLS COMPARISON - DIFFERENCES

Project Manager

• Ability to see the “big picture” for the project

• Directs the project team

• Helps people (project team) get things done

• Ensures the product is delivered on time, within budget

• Removes issue barriers

• Manages project change control

• Manages the Work Breakdown Structure (WBS)

• Possesses management skills

Business Analyst

• Detail-oriented

• Listens to people (SMEs)

• Helps SMEs describe how and why they perform tasks

• Ensures the product is built right according to the requirements

• Identifies business issues

• Manages requirements change requests

• Performs requirements-related tasks in the WBS

• Possesses investigative skills


The International Institute of BusinessAnalysis (IIBA) continues to grow

internationally. There is significant growthin the US with the number of local chaptersexpanding. Chapter formation meetingshave been held in Boston, Des Moines,

Minneapolis, and Atlanta. The response tothese meetings has been very positive withhigh attendance and many meetings resultingin charters being completed. Additionally, inCharlotte, Columbus, Knoxville, Dallas,Detroit, New York, Philadelphia, Phoenix,Pittsburgh, Sacramento, and St. Louis,groups have expressed interest in setting uplocal chapters and are working towardsobtaining a charter for a chapter. There aresix chapters in Canada and groups fromAustralia and India have expressed interestsin starting new chapters.

Local chapters advance the mission andobjectives of the IIBA by promotingprofessional standards and practices at thelocal level. They also provide ongoingprofessional development through activities,meetings, and educational programs at thelocal level.

Benefits of Chapter Membership• Networking with other Business Analysts• Contributing to the development of the

BA Body of Knowledge• Mentoring opportunities• Informational speakers on relevant topics• Educational opportunities• Exposure to tools and techniques

Starting a New ChapterLocal chapters are being started byindividuals who are taking the initiative toorganize an initial meeting to gauge thelevel of interest. The IIBA Chapter Chairwill help by providing contact names, as

available, and suggestions on how to reachother local Business Analysts. If you areinterested in helping to form a Chapter, theinitial steps required are listed below.1. Contact the US Chapters Chair to receive

a Chapter Start-up Kit 2. Hold an informational meeting3. Complete and forward a petition for an

IIBA Chapter• 15 IIBA members are required to start

a chapter4. Assign a temporary chairperson5. Complete Chapter Bylaws, including

establishing:• Frequency and location of meetings• Roles and responsibilities of officers• Membership dues

6. Receive approval from IIBA Executive Committee

If you are interested in being involved inone of the chapters or helping to start a newone, please visit the website, www.iiba.com,for the chapter contact information orcontact Tina Joseph, Chapter Chair, [email protected]. n

Update

New Certified Business AnalystsWe are pleased to be able to highlight thelatest individuals who have earned the titleof Certified Business Analyst since the lastissue of the bridge. To date, we have morethan 1,600 people in the program, with over100 who have completed and receivedcertification and an additional 240 individualsin the final stage of the process.

Shawn CartmellShamim ChoudhuryMark ErdrichDiane EstepPam FolzNidhi JainMargie JohnsonSusan LamonChevelle LeeAmy LukeDaphne McKinneyMissy MorehartDave NollErin SammlerAmber StewartSuzanne SwanJennifer J. ThompsonTheresa Welch

Upcoming Business Analyst Events• October 17–20, 2005 – Mid-Atlantic

Project Summit & Business AnalystWorld – Washington, DC For more information visit: www.businessanalystworld.com/ma/

• October 24–27, 2005 – New EnglandProject Summit & Business AnalystWorld – Boston, MA For more information visit: www.businessanalystworld.com/ne/

• October 23–26, 2005 – TelelogicAmericas & Asia/Pacific User GroupConference – Hollywood, CA For more information visit: www.telelogic.com/news/usergroup/us2005/

• November 15–18, 2005 – World Congressfor Business Analyst – Orlando, FL – For more information visit:www.iirusa.com/BAW/

t

••

•

••

•

•

•

••

••

•

• •

• Chapters in Progress

• Significant Interest

Did you know that MS Project makes basic assumptions about aproject? These assumptions or defaults need to be modified

before you begin building your plan. This article will show you howto set up the initial project characteristics and give you therecommended order to build a project plan.

Recommended Approach1. Create a new project file2. Set the project characteristics (see below)3. Add resources4. Set up resource calendars5. Add tasks (without entering the Work field)6. Add dependencies between tasks7. Assign resources to tasks8. Enter work (time estimates)9. Review the resource allocation10.Level resources as necessary11.Review the schedule and adjust as necessary

Set the Project CharacteristicsUnder the Tools menu select Options and use the following tabs toset up characteristics.

1. Under the General tab:• Select - Prompt for project

info for new projects• Default a standard rate• Default overtime rate

These selections ease projectcreation by having the systemremind you to add projectinformation and to track the project budget. If you click on the Set asDefault button, these selections will be used for all future project plans.

2. Under the Calendar tab set:• Start time• End time• Hours per day• Hours per week

3. Under the Schedule tab set:• Increments that work is

entered in, (e.g., hours, minutes, days, etc.)

• A default task type, recommend setting Fixed Work.Setting the default task type to Fixed Work is the most importantstep in managing and tracking a project by actual time used.

MS Project uses Duration as the default. Duration is the length oftime between the start date and finish date of a task. Most tasks arecompleted over time, a few hours a day or week. For example,assigning a task using Duration as the task type that starts on a Monday

and ends on a Friday, but takesonly 6 hours, would show thetask being worked on by theresource for the entire periodbetween Monday and Friday, 40hours. Using Fixed Work allowsthe number of hours to bespread across the length of thetask to allow the resource to beallocated to other tasks.

4. Under the Calculation tab you can:• Select an automatic or

manual update calculation• Instruct MS Project to

update resource status when updating task status

5. To set up the projectcalendar, go to the Toolsmenu and choose ChangeWorking Time. Then, choosethe calendar most appropriate to your project. Note: The radiobuttons and times on the right side of this window are for selecteddates only. Each project plan has a project calendar defining datesand time in which the project will be worked. Each resource alsohas a calendar defining the dates and times that the resource isavailable to work on the project.

The project calendar should be set up before any resources areadded to the project. Whenresources are added, theircalendars will default to theproject calendar. MS Projectoffers three standardcalendars:• Standard• 24-hour• Night shift

6. To change the working hoursfor the entire project, do this: 1.Click on the Options

button at the bottom of the Change Working Timewindow

2.Enter your defaults3. Select Options 4.Click Set as Default5.Click OKNote: These are the hours used to calculate work regardless ofresource calendars. n

did you know? MS Project Tips

t

t t

tt

t



“AutoZoners always putcustomers first!”

This is sometimes difficult for the ITdepartment because we don’t often

meet the customer face to face. However,the development work produced by ITprovides our business with products andsupport for over 3,500 stores, so we have apart in honoring that pledge.

Our JourneyEight years ago, the IT departmentbegan researching the impact andbenefit of project managementdisciplines. At the time, developerscould work directly with thebusiness users and create somethingthat was quickly and easilyimplemented. Our leaders saw therapid growth potential facingAutoZone in the coming years, and began looking at the internalprocesses that existed in IT.

We performed analysis of theprocesses and work flow of thedepartment. The results showed theinefficiencies and opportunities we hadwith the lack of adequate demandmanagement, project management, andappropriate organizational structure.

We examined the development workbeing requested by the business. At onepoint, approximately 600 projects were inprogress in the department. IT implementeda role for Demand Managers, and assignedit to our Directors. All requests fortechnology were clearly communicated toboth IT and the business and were manuallyfunneled through the Director group.

Place your Order, PleaseWe developed and implemented anelectronic work request system, requiringthe business to formally define and requesttechnology services. Workflow andapprovals were automated in the requestsystem. IT began estimating the requestsand assigning an internal labor cost, along

with other costs inherent in delivering thesolution. Prior to this, the IT budget wasallocated and development work was neverestimated on a per-project basis.

Proving ValueAutoZone executive management requiredbusiness members to prove the value of any

project they planned to undertake byrequiring the project to hurdle an internalrate of return (IRR) based on dollarsavings. The number of project requestsdecreased to around 200 well-definedtechnology projects.

These disciplines enabled IT and thebusiness to make sound technologyinvestment decisions, while maintainingour pledge of putting the customer first.

Rock and RollIT decided that project managementdisciplines were necessary to advance to thenext level in our quest for quality software,efforts to put our customers first, anddeliver projects within the IRR and budget.

An internal analysis of processes andmethods was launched. We performedresearch of industry best practices andother companies’ efforts in this area. As a

result, we created an internal projectmanagement methodology (PMM).

The What?The PMM is a collective group of tools andtechniques for managing AutoZone’stechnology projects. It is comprised oflifecycle phases, standards, procedures, andassociated templates. It provides a strongdisciplined approach. Although there arecertain deliverables required, as well as

review and approvals at decision pointsthroughout the PMM, Project Managers(PMs) are expected to use judgment andscale the PMM to their project needs.

The PMM included conceptsforeign to AutoZone at the time: rolesand responsibilities, project scope,business requirements processes (up tothis point, requirements and designwere combined and we were fortunateif it was documented anywhere),testing methodologies and phase-gatedecision points. Putting these processes

in place, and getting buy-in from theteam, was like turning an aircraft carrier—slow and deliberate.

The PMM was implemented via in-depth training sessions and mentoring,both in IT and the business. The audiencefor training included senior leveldevelopment staff.

Project ManagersMultiple levels of the IT organization filledthe role of Project Manager. This role wasexpected to execute and control the project,as well as define the business requirementsand ensure the resulting product met orexceeded the business expectation. Thisresulted in some conflicting objectives—often at the sacrifice of sound business andfunctional requirements.

Post ImplementationAfter the PMM was implemented, it tookover a year to start seeing the benefits andimprovements from using the process.Over time, IT’s credibility and rapport

Charting the Course: One Company’s Voyage to Software ExcellenceBY SUSAN BLACKBURN, PMP, IT PROJECT MANAGER, AUTOZONE

with the business have increased. Sincethere is a focus on planning and evaluationof each project we undertake, there are nowabout 150 projects per year. There is richdocumentation available for other projectteams to draw from for their projects.

Several of the missing ingredientsbecame clear after about two years ofPMM use. One of these was a project andportfolio management process and tool. ITspent about a year focusing on this. Webecame really good at our projectfinancials, and even at project estimating,scheduling, and reporting.

However, we still didn’t see thebeneficial results we expected.

The Next PhaseManagement began studying the PMM,understanding our quality processes and

methods, and initiating an analysis of the organization to find out whereopportunities were being overlooked.Repeatedly, the discussion turned torequirements analysis, change management,and the need for focused quality processes.The need for requirements managementbecame evident.

Revolutionary ChangesThe PMM became a development lifecycle.The entire organization has access to themethodology.

A new role emerged for BusinessAnalysts, which means that PMs are nolonger responsible for gathering anddocumenting requirements. This allowsPMs to adequately plan, execute, andcontrol projects. It enables the business togain deeper trust in IT projects, when we

have a dedicated person working side byside with them to understand, document,and deliver the requirements fortechnology solutions.

Code reviews have been implemented,along with a segregation of duties betweennew development and applicationmaintenance and support. Configurationmanagement is being implemented, andsoon, full application change managementwill be in place.

The Process Does not EndWe take seriously the fact that we arecontinuing to act on our pledge to “put thecustomer first.” As a disciplined, organizeddepartment, we are learning more than everbefore and beginning to reap the benefits.Our aircraft carrier is completing the turnin the right direction. n

No matter how involved the subject matterexperts are, and how good the technical teamis, this project is guaranteed to fail withoutstrong leadership and clear requirements.

Therefore, the best case situation is aproject with a strong PM and a strong BA.Assuming the rest of the project team iscompetent, this project will be well runand the end product will be of the highestquality. There is a great balance betweenthorough requirements gathering andproject progress. The project will be onschedule and meet the expectations of theExecutive Sponsor.

How to Achieve Specialized PM and BA RolesProfessional organizations like the IIBA andPMI are working to promote the careerprogression of PM and BA roles. Companiesshould recognize the importance of each roleby giving them appropriate job titles, jobdescriptions, evaluation criteria and makingsure that individuals in each role have theappropriate skill set. Training and crosstraining is important because a successfulBA understands what the PM does and an excellent PM understands the role of the BA.

In summary, all projects need businessanalysis and project management skills.The PM and BA roles intersect andsupport each other. Some of the skillsrequired by these two individuals are

similar but many are different.Cooperation results in project success. n

“Business Analysts are responsiblefor identifying business needs.

The Business Analyst isresponsible for requirementsdevelopment and requirementsmanagement. Specifically, theBusiness Analyst elicits, analyzes,validates and documents business,organizational and/or operationalrequirements. Solutions are notpredetermined by the BusinessAnalyst, but are driven solely by the requirements of the business.Solutions often include a systemsdevelopment component, but may also consist of processimprovement or organizationalchange.

The Business Analyst is a keyfacilitator within an organization,acting as a bridge between the client,stakeholders and the solution team.

Business analysis is distinct from financial analysis, projectmanagement, quality assurance,organizational development,testing, training and documentationdevelopment.”

IIBA.com

“Project management is theapplication of knowledge, skills,tools, and techniques to a broadrange of activities in order to meetthe requirements of a particularproject. Project management iscomprised of five ProjectManagement Process Groups –Initiating Processes, PlanningProcesses, Executing Processes,Monitoring and ControllingProcesses, and Closing Processes –as well as nine Knowledge Areas.These nine Knowledge Areas centeron management expertise in Project Integration Management,Project Scope Management, Project Time Management, Project CostManagement, Project QualityManagement, Project HumanResources Management, ProjectCommunications Management,Project Risk Management andProject Procurement Management.”

A Guide to the Project ManagementBody of Knowledge (PMBOK® Guide),

- Third Edition

(PM and BA continued from page 4)


pm and ba brain teaser

ACROSS1 Analysis performed to prove a

solution is possible6 First approved project plan9 Analysis technique used to find

holes12 Project management chart that

depicts critical path13 Condition that governs the way

work is done14 Goals15 Project management organization16 Information17 Requirements related to software

& hardware22 Effectiveness & efficiency of the

final product deliverable24 Material or a person needed on a

project27 Project boundaries31 Balance of expenditures versus

results32 Process to manage Scope creep

34 A task that can be done afteranother task

35 Phases undertaken in sequentialorder: Project_________

36 Activity37 Indication of progress made on a

task38 Requirements that describe how

software behaves39 Look over for missing requirements

DOWN2 Business Analyst organization3 Manager of the project4 Potential problems5 Project management chart listing

tasks and timeline6 Representative/advocate of the

business area7 A WBS with resources & timeframe8 Person who controls the process of

a meeting

10 Acronym for a list of tasks requiredto complete the project

11 A condition on a task18 Business, functional & technical

needs19 An endeavor to produce a

deliverable under constraints20 Makes high-level decisions about

project direction21 A set of indicators against which

to measure performance23 Tracking requirements throughout

a project25 Financial plan26 Task which has a successor task28 Major event or deliverable29 Future projections30 WBS is composed of hundreds

of these33 Diagram depicting how work is

performed

Answers on page 11


Submit an article to the bridge!


W e often use the word “scope” or thephrase “scope creep” during our

projects. Scope controls the work of theproject team and scope creep causesnegative repercussions to the project and itsstakeholders. When discussing scope, thedefinition may vary depending on yourperspective and the project. The ProjectManager (PM) and Business Analyst (BA) areequally motivated to expedite an approvedproject scope because scope defines the mostcritical activities that each role performs. Eachrole has a separate, yet complementary, focusregarding scope. BAs and PMs workingtogether achieve the best results.

Why is defining the right scope such abig deal? A clear scope defines theboundaries of the project: what will andwill not be in the project, keeping in onlythose things that are necessary to meet theproject objectives. Key project stakeholdersall agree to the boundaries of scope. Scopeguides requirements gathering and analysisas well as the design of the solutionselected. Scope drives the project activities,the schedule, and the costs of the project.An approved scope is the most significantearly project milestone. It serves as abaseline and a primary reference for

measuring all future project changes andproject performance.

Since the PM and BA have differentresponsibilities on the project, they managedifferent aspects of the scope. Exhibit 1 is agraphical representation of the projectscope components, including a subset ofthe BA’s responsibilities. Different tools anddiagrams are used to document scope forstakeholder approval. PMs primarily use awork breakdown structure (WBS) todevelop a comprehensive project plan, seeExhibit 2. A Context Level DataflowDiagram may be used by a BA to definethe Business Area Scope, see Exhibit 3. TheBA is responsible for gathering anddocumenting business requirements andtranslating them into functional systemdesign specifications that can besuccessfully implemented by ITdevelopment teams. The BA also facilitatesthe Design Area Scope prior to definingthe functional requirements. A Use CaseDiagram is one option for documentingthis scope, see Exhibit 4.

When you find yourself negotiatingscope, whether you are the PM or BA,remember your perspective, and do not letyour scope get “Lost in Translation.” n

lost in translationScoping Your Project – What is your perspective?BY ANGIE PERRIS, PMP,

Answers toBrain Teaserpuzzle onpage 10

n WBSn Budgetn Schedulen Resourcesn Project Risksn Milestonesn Data Flow Diagramn Use Case Diagramn Stakeholder Analysisn Business Risksn High Level Business Process

Project Scope Components

Business AnalystResponsibilities

EXHIBIT 1

Each issue of the bridge focuses on a particular area of interest withinbusiness analysis. Articles relevant tothe topic area are preferred; however,any articles about best practices,project success stories, BA resources(books or tools) will also beconsidered. We will post submissiondeadlines for each issue so keep aneye on our website. To submit anarticle send an email [email protected].


EXHIBIT 3

EXHIBIT 4

EXHIBIT 2

Project Manager’s Perspective Project Scope

Business Analyst’s PerspectiveBusiness Area ScopeThe primary use of the Business Area Scope is todefine the area to be analyzed. This scope drives theentire requirements process.

A Context Level Data Flow Diagram is a modelused to graphically illustrate the Business Area Scopeand displays the project boundary, key informationflows, and external agents.

Design Area Scope - Use CaseDiagramDocumenting this model gives the development teama clear picture of the solution scope. The solutionscope includes all the features and functions that areto be included in the software product or service thatmust be delivered.

The primary use of theproject scope is to definethe content of the projectof which the Business AreaScope is one component.

A WBS is a diagramused to illustrate theproject plan or projectscope.

The project plan refersto all the work that isneeded to deliver theproduct or service with thespecified features andfunctions expected by thebusiness; think in terms ofproject deliverables,milestone dates, resources,and costs. The project planshould answer who, what,when, and how, anddescribe the project scopefrom the PM’s perspective.


Question: Who is assigned to a new projectfirst? The Project Manager or the BusinessAnalyst?

Answer: As with most of our expertanswers, the answer begins with “itdepends” —it depends on where and whenthe organization performs business analysisand business modeling.

Some organizations assign BAs to workinside a business area; analyzing,understanding, and modeling the corebusiness processes and data, independent ofa “project.” In these organizations, the BA

may be the person to identify a project,when he or she sees an opportunity toimprove the business workflow. The BAmay also perform a cost benefit analysis tojustify the new project. In this case the BAis assigned even before the project isinitiated.

In other organizations, BAs work insidethe IT group and are assigned to a projectafter an executive sponsor has requested theproject. In these situations, the PM is oftenthe first person assigned to the project andthen he or she requests a BA as one of theresources needed for the project. On these

projects, the business analysis, modeling,and requirements gathering are performedas project tasks at the beginning of theproject.

Regardless of when you are assigned toa project, an excellent BA always makessure that he or she completely understandsthe business requirements and environmentbefore a solution is designed. n

Send your questions to Ask the Experts [email protected].

ask the experts New Project Assignments

book reviewThe World is Flat: A brief history of the 21st centuryby Thomas FriedmanREVIEWED BY BARBARA A. CARKENORD, PRESIDENT, B2T TRAINING,

This month, instead of reviewing a bookon requirements gathering or analysis,

we have decided to suggest a book thatPMs and BAs along with all workingAmericans should read. This book has been on the New York Times best seller listand has wide appeal for its intelligentdiscussion of economic globalization.Thomas Friedman clearly explains whyglobalization has gone into overdrive andexplains the driving forces behind thisradical change. Most of those reasonscenter on constantly improving technologyand business process analysis!

Thomas Friedman is a journalist for theNew York Times and is a three time PulitzerPrize winner. He is an expert on theMiddle East, and has written extensively onUS domestic politics and foreign policy,international economics, and theworldwide impact of the terrorist threat. Inthis book, he applies his research skills as ajournalist and strong analytical skills to thetopic of business globalization and itsimpact on the US. Although considered a“mainstream” publication, this is an

extremely technical book.Friedman discusses topics such as open-

sourcing, outsourcing and work flowsoftware. These topics now beingconsidered mainstream tells us much abouthow the world has changed and howimportant the role of informationtechnology is to our country’s future.

Friedman’spremise – the worldis flat – (which I dothink he says a fewtoo many times inthe book) is thatwith the availabilityof high speedcommunications,people on the other

side of the world are as available to yourbusiness as people who live down thestreet. If he is correct, every time a USemployer searches for an employee, it hasbillions of people from which to choose.How’s that for competition?

Friedman gives 10 forces that flattenedthe world and I found this the most

fascinating section of the book. To seework flow software as one of the forcesshows how much business analysis work ischanging our world. I was excited to readabout companies trying radically new,innovative process implementations toremain competitive in the global economy.

Friedman found that companies arebeing more creative with process design andare designing work in a manner that willenable the first step of a process to be donein Indiana, the second step in Bangalore,India, the third step in Manila, with theresult being sent to the customer inChicago. All of the steps in the process areconnected by seamless interfaces using XMLand high-speed transmissions. BAs knowthat the only way this type of process designis possible, is by analyzing and decomposingthe business requirements so that each stepis looked at as a discrete task. This need forwork flow analysis and innovation is drivingthe expansion of the BA profession. n

B2T RATING: HHHH

(scale is 1-4; 4 is the best)

new course

Facilitating RequirementsThis course teaches students how to plan and conduct a facilitated sessionto gather project requirements. As projects involve more and more peoplefrom various departments within an organization, the art of bringing peopletogether to gather requirements and gain consensus on solutions becomes acritical success factor for all Business Analysts. The number of students inthis class is limited to eight so that each student has the opportunity topractice facilitating a requirements gathering session. Each student will alsohave the opportunity to play each of the key roles in at least one session.

The workshops in this course require the students to plan a requirementsgathering session on a particular aspect of a project, develop the correct questions to askof the group, and facilitate the group to a consensus on the requirements. Over 60% of theclass time is spent on interactive, real-world business case study facilitated sessions.

Course OutlineIntroduction• Review facilitation with respect to

requirements • Learn the history of facilitation techniques

(i.e., JAD, FAST, JRP) • Review the description of the roles in

the session • Learn guidelines for facilitators • Set session rules and manage the session • Workshop: Conduct a mini facilitated

session

Appropriate uses for facilitated sessions• Discuss phases in the project lifecycle

where facilitation is most useful • Discuss types of projects where facilitation

is most useful • Review the core requirements

components • Learn when not to use facilitated sessions

Planning a facilitated session• Determine session feasibility

- Determine need - Determine commitment level - Determine risks

• Plan the session - Determine the number/length of the

session(s) - Identify potential participants

• Prepare for a session - Outline the goals and deliverables - Select session participants - Develop questions to gather requirements- Create a formal agenda for the session

participants

- Create a detailed agenda for the facilitation team

- Learn group-oriented facilitation techniques

• Brainstorming • Consensus building • Flowcharting • Force field analysis • Nominal group • Storyboarding

- Orient the facilitation team - Prepare the facilities

• Workshop: Plan a facilitated session todevelop project scope

Conducting the session• Open the session• Learn the stages of group

development/productivity• Facilitate decision making - working

towards consensus• Learn reactive techniques to use during

the session- Encourage participation- Manage group focus

• Give feedback to participants

Student Workshop• Plan and conduct a facilitated session• Receive feedback from instructor and

fellow students

Session follow-up• Produce the final document• Receive feedback from instructor and

fellow students

For more information on this course visit www.b2ttraining.comt

Intended AudienceThis course is designed forexperienced, knowledgeableBusiness Analysts whounderstand process, data, andbusiness rule requirements.

PrerequisitesStudents should haveattended B2T TrainingCourses: Detailing BusinessData Requirements andDetailing Process andBusiness Rules Requirementsor have equivalent experience.

3 Days



certified core courses

Essential Skills for the Business AnalystThis course covers the critical skills for the Business Analyst. Students will learnto define what is, and what is not included in the project, how to ask the rightquestions, when and how to hold interviews and facilitated sessions, how towrite excellent requirements, how to verify that requirements are testable, howto conduct a requirements review, and have an overview of various applicationdevelopment methodologies. Additionally, students will be introduced to variousdocumentation techniques and plan an approach for documentation.

Detailing Business Data RequirementsThe data portion of the business requirements is a critical component to definingcomplete requirements. Every process uses data and almost all business rulesare enforced by data. Missing a critical piece of data or incorrectly defining adata element contributes to the majority of maintenance problems and results insystems that do not reflect the business needs. This course teaches students anin-depth approach to identify and define all necessary data components usingboth textual templates and an entity relationship diagram to create a data model.

Detailing Process and Business Rule RequirementsThis course continues the development of the requirements package by definingthe processes and business rules for the project. Students will learn to identifyand define the processes from a business and functional perspective. Varioustechniques are taught including decomposition diagrams, templates, workflowmodels, and Use Case diagrams and descriptions. Additionally, this courseteaches techniques to ensure that requirements have not been missed.

More detailed outlines are available on our website, www.b2ttraining.com

4 Days

3 Days

4 Days

t


additional course offerings

Requirements Testing for the Business AnalystThis course provides an excellent foundation for Business Analysts to achievebest practices in software quality assurance (SQA). The course will improve theBusiness Analyst's development of requirements so that they can be used tobuild quality test cases. It will also enable the Business Analyst to create specifictest cases from the requirements. The course includes a workshop case studythat provides a cohesive learning experience.

Advanced Business Analysis WorkshopThis course enhances the efficiency and effectiveness of Business Analysts bygiving them additional techniques and strategies for gathering, documenting, andreviewing requirements. Techniques such as advanced data definition, traceability,and gap analysis help Business Analysts document more accurate and completerequirements. The course also presents the concept of requirements managementand requirements reuse. Implementing a requirements management process intoyour organization can significantly reduce the time required to make softwarechanges and develop software interfaces.

UML for the Business Analyst This course is designed for the Business Analyst who needs a working knowledgeof the diagrams within UML/OO development environments. Business Analystscan use the techniques taught in this course to capture, analyze, and documentrequirements to facilitate communication with their technology team members. Ifa Business Analyst can present requirements to the developers in a mannerconsistent with their design deliverables; software design and development timecan be decreased and software quality increased. The techniques covered in thiscourse are not the same as those in our three core Business Analyst Courses.

Overview of Business AnalysisThis seminar presents the Business Analyst role to managers and others wholead and work with Business Analysts. In order for the Business Analyst to besuccessful, both the IT and business community must embrace the businessanalysis process. The seminar can be used as a working session to discuss howyour organization will implement the business analysis process and approachesfor documenting the requirements.

For more information on these courses visit www.b2ttraining.com

4 Hour Seminar

3 Days

3 Days

3 Days

t

Essential Skills for the BusinessAnalyst - $1,980/per student• Oct 24 – Oct 27, 2005 Atlanta, GA• Jan 23 – Jan 26, 2006 Atlanta, GA• Feb 13 – Feb 16, 2006 Louisville, KY• Feb 27 – Mar 2, 2006 Chicago, IL• Mar 6 – Mar 9, 2006 Houston, TX• Mar 27 – Mar 30, 2006 Atlanta, GA• Apr 24 – Apr 27, 2006 New York, NY• May 1 – May 4, 2006 Seattle, WA• Jun 12 – Jun 15, 2006 Atlanta, GA• Jul 17 – Jul 20, 2006 Louisville, KY• Aug 7 – Aug 10, 2006 Chicago, IL• Sep 18 – Sep 21, 2006 Atlanta, GA• Nov 13 – Nov 16, 2006 New York, NY• Dec 4 – Dec 7, 2006 Atlanta, GA

Detailing Business Data Requirements- $1,485/per student• Oct 17 – Oct 19, 2005 Louisville, KY• Dec 5 – Dec 7, 2005 Atlanta, GA• Feb 27 – Mar 1, 2006 Atlanta, GA• Mar 13 – Mar 15, 2006 Louisville, KY• Apr 3 – Apr 5, 2006 Chicago, IL• Apr 24 – Apr 26, 2006 Houston, TX• Jun 12 – Jun 14, 2006 New York, NY• Jul 24 – Jul 26, 2006 Atlanta, GA• Aug 14 – Aug 16, 2006 Seattle, WA• Sep 11 – Sep 13, 2006 Atlanta, GA• Sep 18 – Sep 20, 2006 Louisville, KY• Oct 23 – Oct 25, 2006 Chicago, IL

Detailing Process and Business RuleRequirements - $1,980/per student• Sep 26 – Sep 29, 2005 Seattle, WA• Sep 26 – Sep 29, 2005 Houston, TX• Nov 29 – Dec 2, 2005 Atlanta, GA• Dec 12 – Dec 15, 2005 Louisville, KY• Apr 3 – Apr 6, 2006 Atlanta, GA• May 15 – May 18, 2006 Louisville, KY• May 22 – May 25, 2006 Houston, TX• Jun 5 – Jun 8, 2006 Chicago, IL• Sep 25 – Sep 28, 2006 New York, NY• Oct 2 – Oct 5, 2006 Atlanta, GA• Nov 6 – Nov 9, 2006 Seattle, WA• Nov 13 – Nov 16, 2006 Louisville, KY• Dec 4 – Dec 7, 2006 Chicago, IL

Advanced Business Analysis Workshop- $1,485 per student• Jan 17 – Jan 19, 2006 Louisville, KY• May 15 – May 17, 2006 Atlanta, GA• Oct 16 – Oct 18, 2006 Louisville, KY• Nov 6 – Nov 8, 2006 Atlanta, GA

Requirements Testing for the BusinessAnalyst - $1,485 per student• Apr 24 – Apr 26, 2006 Atlanta, GA• Jun 12 – Jun 14, 2006 Louisville, KY• Aug 21 – Aug 23, 2006 Atlanta, GA• Dec 11 – Dec 13, 2006 Louisville, KY

Facilitating Requirements - $1,485 per student• May 8 – May 10, 2006 Atlanta, GA

UML for the Business Analyst - $1,485 per student• May 1 – May 3, 2006 Atlanta, GA

2005-06 public class schedule

Please check our website for additional public class offerings and to checkavailability and register – www.b2ttraining.com/business-analysis-training

On-site classes are also available.

Call 866-675-2125 or email us at [email protected]

B2T Training11795 Northfall Lane, Suite 601Alpharetta, GA 30004

Prsrt StdU.S. Postage

PAIDPermit #309

Knoxville, TN

Documents

The Bridge - Fall 2005