Role of the Business Analyst throughout the Project

If you were to ask three project management experts to describe the role of a Business Analyst, you would probably receive three different answers. This role can wear many hats and much of the time the BA is also required to take on activities usually owned by the Project Manager.

It's been our experience that the BA and PM roles should not be combined into one. While on the surface it appears the same skills are required, when you dig deeper, you find that each has their area of expertise. When those skills are leveraged and brought together the BA/PM team is much more successful than the combined role.

What Outfox Consulting looks for in a Business Analyst:
Skills:
Meeting Facilitation
MS Office Applications
Motivation
Conflict Management
Verbal and Written Communication
Detail Oriented
Process Improvement
Coaching/Mentoring

Character Traits:
Initiative
Thoroughness
Dependability
Accountability
Discernment
Flexibility

So how do we summarize the differences between the BA and PM roles throughout the project? The PM is responsible for the successful delivery of the project, communication with the sponsors and for holding the various team members accountable for their contributions. The BA is responsible for the deep-dive, lower-level detail, the “glue” that holds the project together.

From initial planning through requirements gathering, development, testing, deployment and training; the BA is the only constant who understands the detail of the entire project and can ensure all the pieces are on track.

There's no tossing the requirements over the wall to the development team hoping the final result meets the business' expectations. The BA is in the trenches collaborating with the business and development teams to help provide clarity as questions arise and ensure that all parties are focused on their areas of responsibility. The BA also participates in the testing, deployment and training phases of the project for the same reasons.

For a BA to be successful, they must develop a very synergistic and collaborative relationship with the members of the project team. A smart PM will rely on their BA to provide them with weekly “gut checks” and will take seriously any concerns they have regarding the performance of team members or milestones.