Becoming a Successful

Business Analyst
Co-sponsored by
IT Skills Development Work Group
and
Project Management Work Group

December 15, 2009

 Welcome
Goal of IT Skills Development Workgroup (ITSD)

To provide NYS IT Professionals with resources and information

• that allows them to build their capabilities
• so that they may take on more advanced roles and tasks in their workplace

Through
• Seminars and Forums
• Facilitation and Encouragement of Communities of Practice
• Other Offerings

Today’s Session on Business Analysis:

• What is a Business Analyst?
• What Role do they Play?
• How does Business Analysis and Project Management Interact?
 Agenda
Welcome And Introductions
- James Nicol, Co-chair IT Skills Development Work Group
What Makes A Successful Analyst?
- Caryn Quinn, Technodyne
The Role Of The Business Analyst
- Paul Franz And Angie Musa, NYSTEC
Break
Business Analyst And Project Management Roles: How They Interact And
Interrelate,
- Kathleen Barret, IIBA President
Panel Discussion
Final Thoughts – James Nicol
Adjourn
What makes a successful
Analyst.

Caryn Quinn – TechnoDyne

Business Analysts
What makes a successful Business Analyst?

NYS Forum IT Skills Development and Project

Management Workgroups
15th December 2009

Business Analysts
AGENDA

• Introduction
• What is a Business Analyst (BA) ?
• Why are BAs needed ?
• What do BAs do ?
• How does one become a successful Business Analyst ?
• Tools
• Leverage of the BABOK
• Tailoring the tools for success
• Use Case / Model

Business Analysts
INTRODUCTION

Caryn Quinn
Director Technology, Technodyne

• 20 years experience aligning technology to deliver business value

• Previously Sr. Manager, IBM; VP Technology, Sony; VP Strategic
Outsourcing, Velocity
• Primary focus on:
­ Helping clients clarify business needs
­ Identifying creative solutions to address business needs
­ Developing Solution Blueprints
­ Managing Organizational and Process change
­ Monitoring and measuring project success

Business Analysts
WHAT IS A BUSINESS ANALYST

• The BA role is multi-functional and highly varied

• The shape of the BA role depends upon project objectives, client
preferences and team’s capabilities
• Two commonly encountered models:
Product Scope

Agile
Initiate SCRUM Requirements

PRINCE2 Design
RAD
Plan Monitor
SIX Sigma
& Build
Control Rational
ImplementEtc. Test
Etc.
Close Release
PMI Project
Management Process Waterfall Development

Business Analysts
 WHY ARE BAs NEEDED

Regardless of SDLC model, poor requirements management is

consistently in the top 3 reasons for Project Failure

Poor strategic Lack of handover

Lack of sponsor alignment (people change management)

involvement
Poor
planning
Poor or wrong
Poorly defined Ineffective
objectives/scope
requirements* communication

Long time to
Team skills delivery Lack of formal PM
(esp. interpersonal skills) Poor risk
management processes

Business Analysts help manage many of these project areas, most

notably Requirements Analysis and Management

Business Analysts
WHAT DO BAs DO

• Develop Stakeholder relationships

• Work with Stakeholders to elicit and define requirements

• Plan
• Manage Requirements
• Communicate
• Analyze
• Assess & Validate Solutions
• Communicate
• Document
• Communicate
• Verify / Test
• Communicate

• Involved in every stage of a successful project’s life cycle

Business Analysts
HOW DOES ONE BECOME A SUCCESSFUL BUSINESS ANALYST

A successful Business Analyst builds a toolbox of capabilities

Business Process Analysis Simulator/Testing

TOOLS (Code) Profiler Debugger
GUI designer Prototyper

Agile: XP, SCRUM

METHDOLOGY Iterative: RUP, Dynamic System Dev Model
Waterfall:original SDLC
Business skills / knowledge
Domain (functional) skills
SKILLS Management & Leadership skills
Technology skills
On-the-job training
EDUCATION Certificate programs
College courses

Business Analysts
 TOOLS – LEVERAGE OF THE BABOK

The Business Analysis Body of Knowledge or BABOK …

… captures the sum of knowledge within the profession of Business Analysis
… reflects currently accepted practices
… provides a framework with associated activities, tasks and skills

But is NOT a “how to do” business analysis instruction manual NOR a methodology

Business Analysts
 TOOLS – TAILORING FOR SUCCESS

• Assessing Project Objectives

Business Environment
Client Preferences
Team Capabilities
Cultural Nuances
Historical Experience (success, failures)

• Customizing available tools to meet the needs of the particular

project

• Maintaining flexibility

Use the tools to accelerate the process, improve efficiency, and quality

Business Analysts
 SCENARIO / USE CASE – OVERVIEW

STATED OBJECTIVE:
Client wishes to replace 30 year old system due to
inadequacies

BUSINESS NEED:
An intuitive, easy-to-use application with business
rules-driven functionality supported by workflow
and business analytics

VALUE:
• Greater automation and improved efficiencies
• Enhanced compliance
• Reduced error rate and cost
• Simplified ability to identify and react to (+ / -) patterns
• Improved client / user satisfaction

Business Analysts
 SCENARIO / USE CASE – SOLUTION BLUEPRINT

The Solution Blueprint :an integrated set of elements that define the project
Underwriting
Process Flow
Approved Project Request Functional Framework Sales
Manage
Portal / Web Channel Manage Process quote Manage portfolio of
Manage policy financials
Customers Producers/Partners Employees submission business
Enterprise Application Integration Traffic
• Look-up and log • Rate submission • Provide binder • Track invoices / • Track business
Business Components insured info open receivables lost
Policy
• Provide quote • Provide invoice
Billing
Administration
• Log submission • Maintain quote • Print and • Pursue overdues • Analyze hit-ratios
Customer Contact Product Document/Forms Financials Human
Information Center Configuration Management Resources
• Print and provide assemble policy • Report on • Adjust sales and
Sales Force Customer
Automated
Underwriting
Agent/Broker
Administration quote doc (w/ endorsements) financial health marketing
Compliance
Automation Analytics
Rating Investment • Provide policy strategy
Management
Campaign
Management Claims
Administration Reinsurance
IT
Contact Center
• Track expirations
Needs Analysis/ Disbursements/ • Generate
Illustration Payouts
Wealth
renewals
Core Banking

Requirements Definition
Management

Business Process Management

illu
Information Management
Technology Infrastructure & Support Applications Organization: DATE: 11/29/06 Page: 1 of 3
Functional Area: Automated Underwriting

st
Title: Underwriting Functional Requirements Version: 1.0

Requirement/Feature Priority Support Comments

ra
M/D/N 1/2/3/4*
1.General Requirements:

Technical Architecture
tiv
1. Ability to support the following transaction types:
1. Quote/New Business.

e
1. Policy Changes.
1. Renewals.

TCPIP
TCPIP
1. Cancellations.

IP User 1. Reinstatement with no lapse.

System boundary
1. Reinstatement with lapse.
Firewall
1. Rewrite.

1. Ability to support unique underwriting rule sets/underwriting questions by:

iPLS Production iPLS Disaster Recovery 1. Line of Business.

Load Balancer Load Balancer 1. Product.

1. Risk attributes.
LDAP Adapter LDAP Adapter 1. State and or other Geography.
Other
Enterprise Analytics Analytics 1. Producer/sub producer.
Applications 1. Pricing Program/Tier.
Application Application
Integration Hub Integration Hub 1. Transaction Type.
Server Server
1. Ability to call the underwriting engine in either an On-Line or Batch mode.
Database Server Database Server
1. Ability to support an underwriter referral process model (work-flow capability).
Storage

Tape

Project Team RICE Analysis

Steering Committee Group Phase Conversion Description Source System Scope Complexity Total Hours

Client Executive Sponsor Paramount TV Rights-Out Deployment

Conversions
System Integrator Executive Management

Advisory Board Project Management Governance Team

Project Timeline Implementation Cost Model Al l Paramount BUs

Al l Paramount BUs
Phase 1

Phase 1
Rights Windows

Complete Deal and Li cense information

PRAS - Rights In

SMACS
In Scope

In Scope
Medium

Very High
280

480
Capitalizable
Subject Matter Experts Client Project Management Governance/Change Mgmt 2005 Year X Year X+1 CBS-Paramount TV Cost Summary
External Costs PDS (DSTAR, PDSDEAL,
System Integrator Project Management Analyst Al l Paramount BUs Phase 1 Complete Deal and Li cense information DMS) In Scope Very High 480
Testing Coordinator Estimated Hardware Costs $770,759.20
Training Coordinator Project Detailed Al l Paramount BUs Phase 1 Complete Deal and Li cense information (Manual) BATS In Scope Very Low 80
Development Deployment
Ramp-Up Design Estimated Software Licensing Costs $7,071,250.00 Al l Paramount BUs Phase 1 Complete Deal and Li cense information (Manual) DCNTP In Scope Very Low 80

Estimated Training Costs $386,250.00 Al l Paramount BUs Phase 1 Complete Deal and Li cense information (Manual) DORADO In Scope Very Low 80
Al l Paramount BUs Phase 1 Dom. Pay Deal Information to TVR INTO TVR In Scope Medium 280
Workstream 1 Workstream 2 Workstream 1 Workstream 1 Estimated Staffing Costs
Al l Paramount BUs Phase 1 Intl. Pay Deal Information to TVR INTO TVR In Scope Medium 280
Al l Paramount BUs Phase 1 Dom. Pay/SMACS Billing History to TVR INTO TVR In Scope High 360
Business Analyst Business Analyst Sophoi $6,198,931.20
Technical Analyst Technical Analyst Al l Paramount BUs Phase 1 Dom. Pay/SMACS Revenue/Cash History to TVR INTO TVR In Scope High 360
Developer Developer System Integrator $7,190,656.00
SUB-TOTAL FOR RIGHTS-OUT DEPLOYMENT
Data Base Architect Data Base Architect CONVERSIONS 5600
Interface / Conversion Lead Interface / Conversion Lead Ramp- Workstream 1 & 2 Technical Developers $1,989,600.00 Original 3360
Up Deployment Paramount TV Rights-Out Accounting
Estimated Total Staff Costs $15,379,187.20 Deployment Conversions

Enterprise
Estimated Travel Costs (@ 15% of SI and Technical Developer staff costs)
$1,377,038.40
IP Blueprint Workstream 2 Workstream Domestic Cabl e, Int l
2 Free/Basic Phase 2 TFS Change History t o iPLS Analytics TFS In Scope High 360
Estimated Sum Total One-time Costs: $24,984,484.80
SUB-TOTAL FOR RIGHTS-OUT ACCOUNTING
DEPLOYMENT CONVERSIONS 360

SUB-TOTAL FOR ALL PARAMOUNT TV

CONVERSIONS 5960

Business Analysts
 SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE

Portal / Web Channel

illu
Customers Producers/Partners
st Employees
Enterprise Application Integration ra
Business Components tiv
Policy
Administration Billing
e The Functional Framework is
Customer
Information
Contact
Center
Product
Configuration
Document/Forms
Management
Financials Human
Resources a tool that defines the major
Sales Force
Automation
Customer
Analytics
Automated
Underwriting
Agent/Broker
Administration
Compliance
components of functionality
of the desired solution and
Rating Investment
Management
Campaign IT
Claims
their relationship to each
Management Reinsurance Contact Center
Administration

Needs Analysis/ Disbursements/

other.
Illustration Payouts
Wealth Core Banking
Management

Business Process Management

Information Management
Technology Infrastructure & Support Applications

This model is used to clarify, communicate, and confirm the solution with the
client / business users.

The model serves as the basis for Technical Architecture and Process Flows.

OWNERSHIP: Business Analyst

Business Analysts
 SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE

illu
TCPIP
TCPIP st
IP User ra
The Technical Architecture System boundary
tiv
Firewall e
brings the Functional
Framework from a iPLS Production iPLS Disaster Recovery

logical, business Load Balancer Load Balancer

perspective to a physical, Other

LDAP Adapter LDAP Adapter

technical perspective. Enterprise Analytics Analytics

Applications
Application Application
Integration Hub Integration Hub
Server Server

Database Server Database Server

Storage

Tape

The Technical Architecture along with the Process Flows serves as the basis for
the Requirements Document.

OWNERSHIP: Business Analyst

Business Analysts
SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE

Underwriting
Sales il lu
Process
st Manage
Manage ra Process quote Manage policy Manage portfolio of
submission tiv financials business
Traffic
e
• Look-up and log • Rate submission • Provide binder • Track invoices / • Track business
insured info • Provide quote • Provide invoice open receivables lost
• Log submission • Pursue overdues • Analyze hit-ratios
Activitie

• Maintain quote • Print and

s

• Print and provide assemble policy • Report on • Adjust sales and

quote doc (w/ endorsements) financial health marketing
• Provide policy strategy
• Track expirations
• Generate
renewals

Process Flows leverage the Functional Framework which shows the what
needs to be done to articulate how the business does it.

The Process Flows along with the Technical Architecture serves as the basis
for the Requirements Document.

OWNERSHIP: Business Analyst

Business Analysts
 SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE

Requirements Definition RICE Analysis

Organization: DATE: 11/29/06 Page: 1 of 3 Group Phase Conversion Description Source System Scope Complexity Total Hours
Functional Area: Automated Underwriting
Paramount TV Rights-Out Deployment
Conversions
Title: Underwriting Functional Requirements Version: 1.0

illu
Requirement/Feature Priority Support Comments

illu
M/D/N 1/2/3/4*
1.General Requirements: All Paramount BUs Phase 1 Rights Windows PRAS - Rights In In Scope Medium 280

1. Ability to support the following transaction types:

st All Paramount BUs Phase 1

st
Complete Deal and License information SMACS In Scope Very High 480

1. Quote/New Business.
ra ra
tiv
PDS (DSTAR, PDSDEAL,

tiv
1. Policy Changes. All Paramount BUs Phase 1 Complete Deal and License information DMS) In Scope Very High 480

e
1. Renewals. All Paramount BUs Phase 1 Complete Deal and License information (Manual) BATS In Scope Very Low 80
1.

1.
Cancellations.

Reinstatement with no lapse.

All Paramount BUs

All
All
Paramount
Paramount
BUs
BUs
Phase 1

Phase
Phase
1
1
e
Complete Deal and License information (Manual)

Complete Deal and License information (Manual)

Dom. Pay Deal Information to TVR
DCNTP

DORADO
INTO TVR
In Scope

In
In
Scope
Scope
Very Low

Very Low
Medium
80

80
280
1. Reinstatement with lapse.
All Paramount BUs Phase 1 Intl. Pay Deal Information to TVR INTO TVR In Scope Medium 280
1. Rewrite. All Paramount BUs Phase 1 Dom. Pay/SMACS Billing History to TVR INTO TVR In Scope High 360

1. Ability to support unique underwriting rule sets/underwriting qu estions by: All Paramount BUs Phase 1 Dom. Pay/SMACS Revenue/Cash History to TVR INTO TVR In Scope High 360

1. Line of Business. SUB-TOTAL FOR RIGHTS-OUT DEPLOYMENT

CONVERSIONS 5600
1. Product. Original 3360
Paramount TV Rights-Out Accounting
1. Risk attributes. Deployment Conversions

1. State and or other Geography.

1. Producer/sub producer. Domestic Cable, Intl

Free/Basic Phase 2 TFS Change History to iPLS Analytics TFS In Scope High 360
1. Pricing Program/Tier.

1. Transaction Type. SUB-TOTAL FOR RIGHTS-OUT ACCOUNTING

DEPLOYMENT CONVERSIONS 360
1. Ability to call the underwriting engine in either an On -Line or Batch mode.

1. Ability to support an underwriter referral process model (work -flow capability). SUB-TOTAL FOR ALL PARAMOUNT TV
CONVERSIONS 5960

Requirements Definition and RICE (Reports, Interfaces, Conversions,

Extensions) define the high-level details of what needs to be created.

These documents, together, will help articulate resource needs and the timeline
for development of the solution.

OWNERSHIP: Business Analyst, (Programmer)

Business Analysts
 SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE

Project Timeline Implementation Cost Model Capitalizable

CBS-Paramount TV Cost Summary
2005 Year X Year X+1 External Costs

Estimated Hardware Costs $770,759.20

Project Detailed
Development Deployment
illu
Ramp-Up Design Estimated Software Licensing Costs $7,071,250.00

illu
Estimated Training Costs $386,250.00

st
ra
Workstream 1 Workstream 1

st
Estimated Staffing Costs
Sophoi $6,198,931.20

tiv ra
e tiv
System Integrator $7,190,656.00
Ramp- Workstream 1 & 2

e
Technical Developers $1,989,600.00
Up Deployment
Estimated Total Staff Costs $15,379,187.20
Enterprise
IP Blueprint Workstream Estimated Travel Costs (@ 15% of SI and Technical Developer staff costs)
$1,377,038.40
Workstream 2
2
Estimated Sum Total One-time Costs: $24,984,484.80

The culmination of this effort is the development of a Project Timeline and

Project Implementation Cost Model.

Together, these identify the Level of Effort (LoE) and Cost to create and deploy
the solution to the user base.

OWNERSHIP: Business Analyst, Project Manager

Business Analysts
 CONCLUSION

The Business Analyst’s role is a multi-functional, highly varied role

Various formal and informal learning opportunities exist to develop the

skills required for this role

The model of this role on any project will depend on the project objectives,
client preference, and team’s capabilities

A set of industry tools exist to assist the Business Analyst; these are
commonly known as BABOK – Business Analyst Body of Knowledge

Business Analysts
 Caryn Quinn
Director Technology, Technodyne

cquinn@technodyne.net
917.699.8036

Business Analysts
Appendix

Business Analysts
WHAT IS A REQUIREMENT

A requirement is a description of a stakeholder need

Specifically, requirements are:

(1) A condition or capability needed by a stakeholder to solve a
problem or achieve an objective

(2) A condition or capability that must be met or possessed by a

solution or solution component to satisfy a contract, standard,
specification, or other formally imposed documents\

(3) A documented representation of a condition or capability as in (1)

or (2)

Business Analysts
 SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE

The IT Project Request Form is a tool that

facilitates alignment at project onset
illu
st
ra This form defines:
tiv
e • Project objectives
• Anticipated business benefits
• Probable risks and mitigation steps
• Timeline
• Roles and Responsibilities
• Costs
Steering Committee

Client Executive Sponsor

System Integrator Executive Management

Advisory Board Project Management Governance Team

It is supported by the Project Organization Chart
Subject Matter Experts Client Project Management Governance/Change Mgmt
System Integrator Project Management Analyst
Testing Coordinator
Training Coordinator

Workstream 1
Business Analyst
Technical Analyst
Developer
Workstream 2
Business Analyst
Technical Analyst
Developer
OWNERSHIP: Project Manager
Data Base Architect Data Base Architect
Interface / Conversion Lead Interface / Conversion Lead

Business Analysts
The role of the Business
Analyst.

Paul Franz and Angie Musa

NYSTEC
Role of the Business Analyst
Presented by:
Angie Musa, CBAP® and Paul Franz, CBAP®
December 15, 2009
 Presentation Outline
– What is Business Analysis?
– Who is the Business Analyst?
– What skills and knowledge does a BA need?
– Tools and Techniques
– BABOK ® KAs and the PM Lifecycle
– Summary
What is Business Analysis?
Who is the Business Analyst?
– any person who performs business analysis
activities – regardless of their job title or
organizational role
Role of a BA
The Bridge Between
Stakeholders
• Liaison
• Enabler
• Change Agent

Cartoon used by permission from Modern Analyst Media LLC. For more, visit http://www.ModernAnalyst.com
 Job Duties

NYS Civil Service Position Description

Work as a liaison between stakeholders in

order to elicit, analyze, communicate, and
validate requirements for changes to business
processes, policies, and information systems
http://www.cs.state.ny.us/announarchive/announcements/25-156.cfm
Assigning
the Business
Analyst

Cartoon used by permission from Modern

Analyst Media LLC. For more, visit
http://www.ModernAnalyst.com
What Skills Does a BA Need?

Cartoon used by permission from Modern Analyst Media LLC. For more, visit http://www.ModernAnalyst.com
 Soft skills
– Communication – Analytic skills
• Written • Creativity
• Oral • Logical thinking
• Presentation • Decision making
– Interpersonal
• Relationships
• Facilitation
• Negotiation
• Trustworthiness
The depth of business and technical knowledge varies
and finding the right balance is important
 Knowledge Areas
– Business Analysis Planning and Monitoring
– Elicitation
– Requirements Management and
Communication
– Enterprise Analysis
– Requirements Analysis
– Solution Assessment and Validation
– Underlying Competencies
 Tools and Techniques
– Techniques are the way a practitioner
performs a business analysis tasks
• Techniques can also describe a specific form that
the output of a business analysis task may take

– BABOK® Guide identifies 49 techniques

• BA does not need to be an expert in all
techniques
• Should understand commonly used techniques
and how to best apply them
Sample Tools and Techniques
– Elicitation – Analysis
• Observation • Business Rules
• Brainstorming Analysis
• Focus Groups • Decision Analysis
• Survey/Questionnaire • Document Analysis
• Interviews • Interface Analysis
• Requirements • Functional
Workshops Decomposition
Sample Tools and Techniques
– Modeling – Validation
• Scope Models • Criteria Definition
• Process Models • Metrics and Key
• Data Models Performance
• Technical Models Indicators
• Structured
Walkthrough
 BA Activities and the Project
Management Lifecycle
Cited from the BABOK® Guide v 2
 Summary
– Role of the successful BA?
• Liaison among stakeholders
• Enables the organization to achieve goals
• Identifies and supports transformational change
• Necessary knowledge, skills and experience
• Understanding of how to best apply commonly
used tools and techniques
 Thank You!

Paul Franz, CBAP ® Angie Musa, CBAP ®

franz@nystec.com musa@nystec.com
Business Analyst and Project
Management roles: how they
interact and interrelate
Kathleen Barret
President
International Institute of Business Analysis
 The Project Manager /
Business Analyst Partnership
December 15, 2009
 54

Learning Objectives
– Gain a better understanding of the roles of the PM
and BA.
• The strengths of each role – measures of success
& critical success factors
• How the roles complement one another
– Discuss best practices and challenges with the
PM/BA partnership
 55

In the Beginning...
There was chaos...
 56

In the Beginning...

A lot of work was

being done...
But it was
not always
productive
 A Little Later On…
Organizations invested in
Project Management practices

Plan Build Test Implement

“Typical” Project Life Cycle

 58

Project Management Practices

– Planning Skills
– Project Team Management
– Issue & Risk Management
– Cost Control
– Stakeholder Management
– Contingency Planning
– Decision Analysis
But something was still missing

Plan Build Test Implement

The Solution
did not
solve the
problem
But something was still missing
The
Missing Plan Build Test Implement
PIECES!

The Big Definition

Picture of need
But something was still missing
The
Missing Plan Build Test Implement
PIECES!

Enter the
Business
The Big Definition
Analyst...
Picture of need
 The Picture is Complete

Describe Define Plan Build Test Implement

Business Analysis Project Management

 63

PM / BA Knowledge Areas
PM Knowledge Areas
• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
BA Knowledge Areas
• Enterprise Analysis
• Business Analysis Planning &
Monitoring
• Requirements Management &

+
Communications
• Project Quality Management
• Elicitation
• Project Human Resources Mngmt
• Project Communications • Requirements Analysis
Management • Solutions Assessment &
• Project Risk Management Validation

= Success
• Project Procurement Mngmt
 64

Business Analysis Practices

– Critical Thinking
– Investigative Skills
– Stakeholder Perspective
– Modeling
– Communications skills
– Facilitation and Negotiation
– Influence without authority
 65

Two Roles – One Goal


The person The

person insuring
Project
accountable forManager the delivery
Business Analyst
of the
delivering a project right solution
 66

Key Accountabilities
Project Manager Business Analyst
Project Approach, PLAN Requirements Approach,
Process & Deliverables Process & Deliverables

• Stakeholder Expectation • Stakeholder Expectation

• Issues & Risks
MANAGE • Issues/Risks
• Project team • Requirements team
• Project Scope • Product Scope
• Project Schedule CONTROL • Requirements Schedule
• Project Cost • Requirements Change

Project DELIVER A business solution

 67

Measures of Success - PM

Project delivered:
– On Time
– Within Budget Time
– Within the agreed-to
Project
scope Scope
Cost
 68

Measures of Success - BA

d:
– Approved SCOPE
requirements
– Functionality & REQUIREMENTS
USABILITY
operability
BUSINESS
In the context of the VALUE
business’ mission &
strategy
 69

An Analogy

Project Manager Business Analyst

Working together for Success
– Leverage each other’s strengths
– Recognize the ‘healthy tension’
– Clearly communicate the partnership
• To the team
• To the stakeholders
 For More Information
About IIBA – Kathleen Barret
Kathleen.barret@theiiba.org
www.theiiba.org
Chapter.Secretary@albanyny.theiiba.org
About Keane – David Nagy
David.nagy@Keane.com
www.keane.com
Concluding Thoughts