International Institute for Learning, Inc.
PM Core and Intermediate Courses
Business Analysis for Project Managers
Maximizing the Role of the Business Analyst in Your Project
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Classroom
Course No.:
Duration:
Credits:
9333
2 Days
14 PDUs / 1.4 CEUs / 14 CPEs
IIL Virtual Classroom
Course No.:
Duration:
Credits:
1022
Four 3-hour sessions
12 PDUs / 1.2 CEUs / 12 CPEs
Prerequisites:
Course Level:
None
Intermediate
 
 

About the Program
This practical interactive course explores the differences in the roles of the business analyst and the project manager to reach a conclusion as to how to create the best working environment for success and maximize both roles. The course offers tips and techniques for a project manager working with a business analyst and provides insights into business analysis so that the project manager can understand the role more completely. The course further delves into the difficulties and intricacies of dealing with business analysts who are not co-located with the project manager and the situation where the business analyst is co-located, and the development team is not. Finally, the course provides solutions to the problem of having to be both a business analyst and a project manager at the same time.

This course is fully interactive and takes the stance that the project manager will fully appreciate the role of the business analyst and of business analysis in the project by performing some of the tasks and activities of the business analyst. The classroom activities challenge the project manager to think and perform like a business analyst.

The goal of the course is to instill in the project manager participants a respect for business analysis and what it can do to increase the chances of success for your project.

Who Should Attend
This course is for project managers, managers of project managers, business analysts who may take on the role of project manager, and anyone interested in either or both of these roles.

Among those who can benefit from this course are:

  • Project managers
  • Business analysts
  • Program managers and directors
  • Scrum masters who work with project managers and/or business analysts
  • Product owners who work with project managers and/or business analysts

What You Will Learn
You’ll learn how to:

  • Make the maximum use out of the business analyst role when one is assigned to your project
  • Perform both the business analyst and project manager roles when you are assigned to do both
  • Work with off-shore business analysts or with a business analyst working with an off-shore team
  • Avoid the traps and pitfalls that await a project manager who does not recognize what the role of the business analyst should be and what the business analyst should be doing

Course Overview
Getting Started

Module 1 – Foundation Concepts

  • Ruling triumvirate
    • How to use business analysis
  • Who does what?
    • Definition of roles
    • Skills necessary for each role
  • Project and product
    • Project and product scopes
    • Project and product deadlines
    • Project and product stakeholder
  • The value box
    • The real value of the project

Module 2 - Business analysis and What a Business Analyst Does

  • The Business Analyst through the Solution Development Life Cycle
    • Why do we need business analysts?
    • The business analysis life cycle
    • The importance of defining the problem
    • Defining the business solution
  • Business Analyst as Communicator
    • Explaining the magic
    • Business analyst relationships
    • Negotiation and mediation
    • Impact analysis
  • The Solution Document
    • Requirements documents

Module 3 – Getting the Most Out of the Business Analyst

  • The Janus Relationship
    • Project manager and business analyst focuses
  • The Point Person
    • Business analyst and the pipeline
    • Business analyst as filter
  • Checkpoints
    • Checkpoint Alpha
    • Checkpoint Beta
    • Checkpoint Charlie
  • Project planning
    • The project plan
    • Business risks and constraints
    • Prioritization

Module 4 – Checks and Balances

  • Checks and balances
    • Positive checks and balances
    • Collaborative checks and balances
  • Cautions and concerns: Business analyst patterns
    • The “waiter” business analyst
    • The business analyst as emissary
    • No one problem to solve
    • Information filter
  • Peer-to-Peer relationship
    • Best practices

Module 5 – Working at a Distance

  • Configurations of development
  • When the development team is outsourced
  • When the business analyst is outsourced
    • Roles of an off-shore business analyst
    • What value an off-shore business analyst adds to the project

Module 6 – How to Do Both Jobs – The Business Analyst and the Project Manager

  • Playing both roles
    • Benefits and drawbacks of separation
    • When is one person preferable?
    • Playing both roles
  • Wearing the hats
    • What do we do?
    • Concerns with playing both roles
    • Resolving the concerns
  • Trick and techniques
    • Separate the roles
    • Divide and conquer
    • Look to yourself
    • Best practices

Recap & Closing

 
 
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