Description
Designated by PMI® as “Recommended Reading” for Business Analysts
This innovative guide shows how the business analyst (BA) role can be executed in collaboration with the project or program manager (PM) role to produce higher quality products, requirements, and success rates, with solutions that deliver business value and products and services that better satisfy stakeholder needs. It evaluates the PM and BA roles current contrasting perceptions and defines the roles they should fulfill.
About the author(s)
Ori Schibi is President of PM Konnectors, a Toronto-based privately held corporation. This author and speaker is an instructor and part-time professor, Project Management Professional (PMP®), and certified PRINCE2® (Practitioner), with an MBA from York University. He co-founded the PMI Southern Ontario Chapter—Business Analysis Community.
Ori is a thought-leader and subject matter expert with over 25 years of experience in driving operational and process improvements, software implementations, and complex programs to stabilize business, create growth and value, and lead sustainable change. An underlying theme in Ori’s work is value creation through establishing collaborative relations between business and IT and with customers, bridging gaps and building partnerships, and getting teams to focus on the main goals of creating value and customer satisfaction.
With a focus on project management, business analysis, and change management, his company provides a variety of services—including facilitation services, workshops, training/professional development, and consulting, Large to mid-sized organizations in diverse industries (including financial services, telecoms, pharmaceuticals, manufacturing, construction, entertainment and all levels of governments, including the United Nations High Commissioner for Refugees) have benefited from Ori’s innovative services.
In addition to the success of his consulting and training work, Mr. Schibi’s book, Managing Stakeholder Expectations for Project Success (2013) was recognized as a publication that “significantly advances project management knowledge, concepts, and practice” and was nominated for PMI’s coveted 2013 David I. Cleland Project Management Literature Award.
Cheryl Lee is a Certified Business Analysis Professional (CBAP®), Professional in Business Analysis (PMI-PBASM) and Project Management Professional (PMP®), with an Honours Bachelor of Science Degree from the University of Toronto.
As a highly experienced business analysis and project management practitioner and trainer, Cheryl has mastered the ability to harmonize the PM and BA roles in order to deliver seamless and successful implementations. This author, speaker, and passionate business analysis nerd never misses an opportunity to help mentor and inspire other PMs and BAs. She has conducted multiple public webinars and presentations at conferences, chapter meetings, and local colleges and universities.
Cheryl’s devotion to the profession of business analysis is further demonstrated by her non-profit contributions. She served as a Director with the IIBA Toronto Chapter where she initiated and facilitated the CBAP study group and co-founded the PMI Southern Ontario Chapter – Business Analysis Community, the first Business Analysis Community within a PMI chapter, with her co-author Ori Schibi.
She is also the President of BA Konnectors, a Toronto-based consulting firm that offers consulting and training services within the realm of business analysis, project management and change management. Clients in both public and private sector across all industries, including all levels of government, financial services, high tech, telecommunication, transportation, construction and entertainment have benefited from her company’s services. Reliable, efficient, passionate, personable, energetic and cheerful are a few of the characteristics clients use to describe Cheryl.
Table of Contents
Chapter 1: Challenges Related to Project Management and Business Analysis
Chapter 2: Misconceptions of the Roles of the PM and the BA
Chapter 3: Growing and Integrating the Professions
Chapter 4: Enterprise Analysis, Portfolio Management, and the PMO
Chapter 5: Communication and Stakeholder Expectations Management
Chapter 6: Requirements Definition
Chapter 7: Assumptions, Constraints, Dependencies, and Risks
Chapter 8: Resource Management
Chapter 9: Two Types of Change—Project and Organizational Change Management
Chapter 10: Project Quality, Recovery and Lessons Learned
Chapter 11: Building a Partnership: Shared Responsibility Throughout—Putting It All Together
Reviews
“Many have struggled with the overlap between the PM and BA roles on a project. This is a book every BA and PM should read with a highlighter in hand.”
—Kevin Aguanno, PMP, PMI-ACP, CSM, FPMAC,Agile Project Management Pioneer and President, Genxus
“The combined power of the PM and BA roles comes to life in this unique and ground-breaking book. Finally, we have a road map that takes the power of these two practices and pulls them together for the benefit of all.”
—David Barrett, National Program Director, Schulich Executive Education Centre
“An enjoyable read, written by two people who know their areas well, and also provide wonderful secrets for collaboration…it’s an excellent coverage of the discipline of Project Management, providing fine details about issues and concerns, and practices for addressing them. PMs, BAs, and any person who wishes to grow in their ability to handle risks, resource management or partnerships, just as a few examples, would gain by reading this book.”
—Chris Wright, Project Manager-Brainspace Corporation (As reviewed in PM World Journal, Jan. 2016)
