In my last blog post, Mr. Business Analyst, You're Not a Good Fit!, I discussed three characteristics you should look for in a business analyst. It sparked great conversation and some of the comments inspired this blog post. I stated one of the characteristics hiring managers should look for in a BA is passion for the BA profession. A reader commented, in so many words, that if they feel a candidate is looking for a BA role to get their foot in the door so they can get a PM role later, they shy away from them. Another reader has a manager that wants her to take the PMP exam because it is more popular.
These comments reminded me of what I was up against earlier in my career. A company I worked for had a career path where a Sr. BA "grew up" to be a Junior PM. Many companies still have this approach, and I stand here today saying "this needs to change!" This is a clear indicator of the lack of understanding of the role and/or value an organization puts on the importance of business analysis. In this post I want to highlight the impact on an organization with this career path.
BAs Stop Being BAs
Once a BA is promoted to a senior level all the good stuff starts to happen. It's like a properly aged wine. At this point, the BA has had enough experience to feel comfortable on most projects and can be a valuable mentor to junior BAs. Unfortunately the BA does not age as anticipated when their next promotion is to a project management role.
What do people do shortly after they get promoted? They look at the next level and see what they need to do in order to prove that they can do that job. If a Sr. BA's next step is project manager, they will tend to focus more on PM related activities and not as much on the business analysis side. An impact is that organizations always have more junior level staff performing most of the business analysis work. This leads to less than stellar analysis, customers are not satisfied and projects are less successful. The impact is huge in terms of customer satisfaction. I have seen this happen, it's ugly.
All BAs Do Not Want to Be PMs
Some BAs want to be PMs and I think that is wonderful. Personally, I love when my PM has business analysis experience. So, a target for BAs should be a PM role, just not the only one. If it is the only one, organizations end up only with people in that role that do not want to be PMs. By nature, people want to move up that ladder. They'll do what is necessary to convince management that they want to be a PM, but they'll be miserable.
This leads to less than stellar project management; customers are not satisfied and projects are less successful. Do you see the pattern? I did an informal survey two years ago and asked BAs with a PM only career path if they wanted to be a PM. Of the 30 I asked, six said yes. That's just 20%...yikes! But, almost all of them would take the promotion because it meant more money and a notch up the ladder.
Other Options
That the PM route should not be the only career path, it is only fair I share my thoughts on otherr options. They're not straight forward and, unfortunately, may give HR professionals heartburn. A big factor is the desires of the individual BA. With a BA skill set (problem solving, analytical thinking, facilitation, consensus building, focus on business value, relationship and team building, etc.) individuals can take one of multiple paths. For those that want to be in the IT space, a potential path can be Jr. BA, Sr. BA, BA Lead, BA Manager, Director, VP, CIO. Additionally within IT, BAs can move into a business architect position and/or strategic business analysis role where they look across the company to help determine the best projects to pursue to maximize business value. BAs can also move into the lines of business. As a BA you gain valuable information about the business goals, operations, and areas for improvement.
In the end, individuals with a BA skill set have more to offer than just becoming project managers. I also believe BAs with project management skills are better analysts. A future post will address that concept. Organizations need to offer BAs a variety of growth options to maximize their skills. Having a single path can lead to a less productive workforce and attrition. BAs who don't want to be PMs will eventually leave.
To our continued growth,
Kupe
Don't forget to leave your comments below
Jonathan "Kupe" Kupersmith is Director of Client Solutions, B2T Training and has over 12 years of business analysis experience. He has served as the lead Business Analyst and Project Manager on projects in various industries. He serves as a mentor for business analysis professionals and is a Certified Business Analysis Professional (CBAP) through the IIBA and is BA Certified through B2T Training. Kupe is a connector and has a goal in life to meet everyone! Contact Kupe at kupe@b2ttraining.com.
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Comments (36)
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written by Roberta, November 10, 2009
written by Roberta, November 10, 2009
In our organization, the senior BA position is at the same pay band as the PM. None of the PMs report to directors while some of the BAs do. The PM role is considered the better path to people management.
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written by Kupe Kupersmith, November 10, 2009
written by Kupe Kupersmith, November 10, 2009
That's a good start! Where does the Sr BA go next?
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written by Jane Lai, November 10, 2009
written by Jane Lai, November 10, 2009
Hi Kupe, thanks for this great article.
Ever since I got my PMP, my boss have been asking me taking on more projects management related activities rather than busines analysis.
I like BA stuffs which I have expressed my passion, but my boss is saying that if you want more money, project manager will be the one.
Maybe I should get an CBAP certification to increase my value more to get higher pay?
Ever since I got my PMP, my boss have been asking me taking on more projects management related activities rather than busines analysis.
I like BA stuffs which I have expressed my passion, but my boss is saying that if you want more money, project manager will be the one.
Maybe I should get an CBAP certification to increase my value more to get higher pay?
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written by Ron Segal, November 10, 2009
written by Ron Segal, November 10, 2009
Hi Kupe, over the years I've engaged in quite a few different roles, including BA and PM, largely as an independent information systems consultant.
What drives me most is developing effective, innovative solutions, by getting underneath the stated need, abstracting, re-defining, fitting different reference models to new circumstances, group problem solving, thought leadership, strategising etc. Project management to me is largely about orchestrating the implementation of the concepts, a valuable job which has to be done, and at which I'm reasonably competent (have studied, practiced, and even instructed a few different approaches), but deep down I'd rather somebody else did it!
In my view it is important that the orchestration skills of project management and the analytic skills of business analysis are understood to be specialisms. One person can specialise in both (but probably shouldn't do so at the same time, apart from on small projects). Even so, usually a person will be more outstanding at one than the other.
So, absolutely agree that it is really important that there is an 'analytic route' of professional progression that is distinguished from the 'orchestration route'. There certainly shouldn't be a need to 'hop tracks' to progress.
Unfortunately I think the business analysis profession has in this respect so far been its worst enemy. For example the IIBA BABoK enshrines the notion of BAs working inside projects, rather than moving on to use projects! To provide professional progression there needs to be a shift from supporting to leading. On the analytic side of the house this leadership is more like what traditional (building and naval) architects provide, which I suspect is being confused with project management. Senior architects often use project managers to get the job done. However, I have to say that the majority of analysts would struggle to progress very far up this track, and may find track hopping an easier route.
What drives me most is developing effective, innovative solutions, by getting underneath the stated need, abstracting, re-defining, fitting different reference models to new circumstances, group problem solving, thought leadership, strategising etc. Project management to me is largely about orchestrating the implementation of the concepts, a valuable job which has to be done, and at which I'm reasonably competent (have studied, practiced, and even instructed a few different approaches), but deep down I'd rather somebody else did it!
In my view it is important that the orchestration skills of project management and the analytic skills of business analysis are understood to be specialisms. One person can specialise in both (but probably shouldn't do so at the same time, apart from on small projects). Even so, usually a person will be more outstanding at one than the other.
So, absolutely agree that it is really important that there is an 'analytic route' of professional progression that is distinguished from the 'orchestration route'. There certainly shouldn't be a need to 'hop tracks' to progress.
Unfortunately I think the business analysis profession has in this respect so far been its worst enemy. For example the IIBA BABoK enshrines the notion of BAs working inside projects, rather than moving on to use projects! To provide professional progression there needs to be a shift from supporting to leading. On the analytic side of the house this leadership is more like what traditional (building and naval) architects provide, which I suspect is being confused with project management. Senior architects often use project managers to get the job done. However, I have to say that the majority of analysts would struggle to progress very far up this track, and may find track hopping an easier route.
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written by Kupe Kupersmith, November 10, 2009
written by Kupe Kupersmith, November 10, 2009
@janelai21 - Maybe you should have your boss read this. I'd love to get his/her feedback. Keep up the good work.
@ronsegal, Great stuff...thanks for the comment! I have to agree the way the latest version of the BOK reads it is focused on project level work. Even if the majority of analysts would struggle in an architect role, that is fine. We still need more project BA's than architects...right? But the ones that would flourish should not have to go through the PM role to get there.
@ronsegal, Great stuff...thanks for the comment! I have to agree the way the latest version of the BOK reads it is focused on project level work. Even if the majority of analysts would struggle in an architect role, that is fine. We still need more project BA's than architects...right? But the ones that would flourish should not have to go through the PM role to get there.
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written by A Kaseno, November 10, 2009
written by A Kaseno, November 10, 2009
I have jokeingly told people when they suggest I "go for" a PM opening, that "no thanks, I like to be able to use my brain in my job!" But as someone who has been a PM, a QA Manager, a Support Manager, and a Training Center Director; I seriously do enjoy the BA role much more than PM. Too many PMs are overloaded with minute control tasks and do not get the opportunity to deal with the real issues.
I would never want to be a PM at the company for which I work now. Too much emphasis on accounting for time and dollars and too little time to make certain that what a project is going to accomplish something positive.
I am a bit concerned that some of the IIBA documentation is too concerned with discerning between the BA and the PM -- I have not looked lately, but when I first looked into IIBA and certification, the requirements for "on the job training" not being PM related, and issues with using a PM as a reference really smacked of reverse elitism. While some may confuse BA and PM roles, The industry needs to focus this discussion on the use of BAs and/or use of PMs to deliver better products through the project process -- and avoid discussions as to which role is "better" or "more important". Both roles are key to a successful project.
I would never want to be a PM at the company for which I work now. Too much emphasis on accounting for time and dollars and too little time to make certain that what a project is going to accomplish something positive.
I am a bit concerned that some of the IIBA documentation is too concerned with discerning between the BA and the PM -- I have not looked lately, but when I first looked into IIBA and certification, the requirements for "on the job training" not being PM related, and issues with using a PM as a reference really smacked of reverse elitism. While some may confuse BA and PM roles, The industry needs to focus this discussion on the use of BAs and/or use of PMs to deliver better products through the project process -- and avoid discussions as to which role is "better" or "more important". Both roles are key to a successful project.
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written by Kupe Kupersmith, November 10, 2009
written by Kupe Kupersmith, November 10, 2009
Onessa,
There is truth in every joke! I could not agree more that both roles are needed. I think ronsegal agrees as well. I do think much of the conversation is related to how to best utilize BAs. In essence this is what this post is about, at least that was my intent! Becoming PMs is not the answer. Thanks for commenting and let's keep the conversation going.
There is truth in every joke! I could not agree more that both roles are needed. I think ronsegal agrees as well. I do think much of the conversation is related to how to best utilize BAs. In essence this is what this post is about, at least that was my intent! Becoming PMs is not the answer. Thanks for commenting and let's keep the conversation going.
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written by Jenny Nunemacher, November 10, 2009
written by Jenny Nunemacher, November 10, 2009
At BA World in Denver last month, the topic of career progression for BAs was discussed, and many concur with your assessment. I am one who really enjoys BA work. I had a brief stint as a project manager, which was a really good stretch assignment for me, but it confirmed that at my core I am a BA. I like the analysis work having to do with processes and business logic and decision flows. The work of costing, planning, scheduling, removing schedule/resource road blocks is sometimes in my job description, but I don't prefer that.
I would rather continue as a BA (for now) with many chances to learn new skills, tools, business domains, resolving interpersonal conflicts, etc, etc.
I would rather continue as a BA (for now) with many chances to learn new skills, tools, business domains, resolving interpersonal conflicts, etc, etc.
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written by Holly Martin, November 10, 2009
written by Holly Martin, November 10, 2009
I seem to be alone in my organization in tryingt to establish a BA career path separate from the PM career path. We still do not have an official BA role/title within HR's established pay grade/bands. So I frequently have to explain to my stakeholders that although my title is PM I'm really a BA at heart. Often our project sponsors as "Why are there two PM's on this project?" and I almost wants to scream "I'M NOT A PM!". My boss gets it, but the organization is just not ready to move in that direction. In a era where the HR move is to streamline and standardize job titles across the company (in a move to make things less complex from a compensation standpoint, I guess), it's tough to get others to acknowledge the BA path as an alternate to the PM. The PM title is so entrenched it's hard to be the one to break a new path.
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written by Kupe Kupersmith, November 10, 2009
written by Kupe Kupersmith, November 10, 2009
Keep up the good fight. I'm cracking up picturing you screaming at your stakeholders! Thanks for joining the conversation.
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written by Robert Dubois, November 10, 2009
written by Robert Dubois, November 10, 2009
Kupe,
It appears that everything that I see in this blog and comments seems to indicate that the reality of this issue is that we are dealing with a fledgling discipline as it pertains to corporate America. From the career path that is available in most companies to the focus of the IIBA BABOK, all point to an up and coming professional discipline. How long has it taken for the PMI and the PM career path to take hold and be recognized? How much longer will it take for a discipline that is not fully understood, uncertain to those outside to see and recognize the value and something that is part art and part science? I fully hope and expect to see the IIBA and BABOK continue to grow and mature to something that is broader than just project BAs but to ‘ronsegal’s’ point leadership.
As you stated before we need passion and we need cheerleaders. Money and career path often squeeze good BA’s out of the BA role and into Project Management. What we need is time, perseverance and champions individually and collectively to stand up and show as you have said what this discipline has to offer.
In my current company this is something that we are seeking to change and as you are aware we have a long way to go. There are however a handful of us that are committed to seeing a BA career path established within our organization and the discipline elevated to the same level as Project Management. It will take time, commitment, demonstrated value, education and leadership.
It appears that everything that I see in this blog and comments seems to indicate that the reality of this issue is that we are dealing with a fledgling discipline as it pertains to corporate America. From the career path that is available in most companies to the focus of the IIBA BABOK, all point to an up and coming professional discipline. How long has it taken for the PMI and the PM career path to take hold and be recognized? How much longer will it take for a discipline that is not fully understood, uncertain to those outside to see and recognize the value and something that is part art and part science? I fully hope and expect to see the IIBA and BABOK continue to grow and mature to something that is broader than just project BAs but to ‘ronsegal’s’ point leadership.
As you stated before we need passion and we need cheerleaders. Money and career path often squeeze good BA’s out of the BA role and into Project Management. What we need is time, perseverance and champions individually and collectively to stand up and show as you have said what this discipline has to offer.
In my current company this is something that we are seeking to change and as you are aware we have a long way to go. There are however a handful of us that are committed to seeing a BA career path established within our organization and the discipline elevated to the same level as Project Management. It will take time, commitment, demonstrated value, education and leadership.
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written by Ian Gomez, November 10, 2009
written by Ian Gomez, November 10, 2009
There is a glass ceiling as a Project Business Analyst. Unfortunately in most organisations I have worked with BAs are generally lumped in with the delivery arm, whose approach to the top ranks of Portfolio Manager and Program Director is made up of Senior PMs rather than BAs.
This is why in my current role I have skipped out of the Delivery side of the business altogether and moved into the Strategy and Architecture area. I am really doing an Enterprise Analyst role of defining long-term roadmaps and investment plans based on perceived long-term business needs. However, as there is no such role as Enterprise Architect or anything similar in the Strategy and Architecture space my title is Solutions Architect.
Whilst I am somewhat concerned my title implies a level of technical knowledge and focus which I neither have nor strive for, this seems to be a good fit for me where I want to stay focused on defining the future (Business Analysis) rather than building it (Project Delivery).
This is why in my current role I have skipped out of the Delivery side of the business altogether and moved into the Strategy and Architecture area. I am really doing an Enterprise Analyst role of defining long-term roadmaps and investment plans based on perceived long-term business needs. However, as there is no such role as Enterprise Architect or anything similar in the Strategy and Architecture space my title is Solutions Architect.
Whilst I am somewhat concerned my title implies a level of technical knowledge and focus which I neither have nor strive for, this seems to be a good fit for me where I want to stay focused on defining the future (Business Analysis) rather than building it (Project Delivery).
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written by Alwyn Venter, November 10, 2009
written by Alwyn Venter, November 10, 2009
Good points.I have known instances where junior staff see being a BA as a way to become a PM for the same reasons mentioned in your blog and with the same lack of focus on quality of BA work. A BA perspective is on the analysis and definition tasks that must be performed to obtain a solution to a business need and the primary focus is quality but taking into account time & resource constraints. In this endeavor you elicit information and sell possible concepts / solutions. A PM perspective is in managing the resources and tasks to deliver the solution and the primary focus is the management of time and resources. In this endeavor you direct and negotiate more than anything else.
These are two very different perspectives and I believe the resulting dynamics between the 2 perspectives on a project ensures a good practical solution to the need. Therefore the 2 roles are collaboratively related but require a mind shift to move from one to the other. Don't lose your best BA to gain a mediocre PM.
These are two very different perspectives and I believe the resulting dynamics between the 2 perspectives on a project ensures a good practical solution to the need. Therefore the 2 roles are collaboratively related but require a mind shift to move from one to the other. Don't lose your best BA to gain a mediocre PM.
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written by Richard A Michaels, November 11, 2009
written by Richard A Michaels, November 11, 2009
I come from the development side, my interest in BA is more about getting the quality moved to the beginning of the process. As a QA Manager, I need a better understanding of what the BA role brings to the life cycle and where faults are in our process
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written by Kupe Kupersmith, November 11, 2009
written by Kupe Kupersmith, November 11, 2009
Thanks everyone for the great discussion!
@rdubtx - Keep up the good work. It does take time and a village. I always have the urge to steal a line from Harvey Milk - "I'm Kupe, and I am here to recruit you!"
@iangomez-How great is it that you found/created that role. I like the sound of Solutions Architect!
@alwynventer - You summed it up nicely with your last sentence..."Don't lose your best BA to gain a mediocre PM."
@rdubtx - Keep up the good work. It does take time and a village. I always have the urge to steal a line from Harvey Milk - "I'm Kupe, and I am here to recruit you!"
@iangomez-How great is it that you found/created that role. I like the sound of Solutions Architect!
@alwynventer - You summed it up nicely with your last sentence..."Don't lose your best BA to gain a mediocre PM."
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written by Kevin Brennan, November 11, 2009
written by Kevin Brennan, November 11, 2009
Yes, the BABOK does focus on the individual change initiative/project (although it also covers continuous improvement and maintenance). This was intentional. We recognized that there are multiple job functions within the BA "space", for lack of a better term, and the BABOK focuses on the most prevalent one.
Project management is a very different role (I've done both BA and PM work, so can speak from personal experience) and while it might be the right path for any given person it's not a natural progression. In fact, I often found that to be effective as a PM I had to avoid doing business analysis! You can move into a management track, but there are other career options--for instance, if you pick up some marketing skills you might become a product manager, or you can move into a customer relationship manager role (acting as the key point of contact for a business unit to plan their IT initiatives) or a business architect.
We did not address any of these roles within version 2.0 of the BABOK Guide because they are distinct job functions--the people who do those jobs have somewhat different skill sets and responsibilities than your typical BA. Version 1.6 included some of this material but not enough to fully describe these roles, while having just enough to cause people to complain that "I don't do Enterprise Analysis". We wanted to discourage that thought and make it clear to BAs that they need to do that work, so trimming it down made sense.
Now that version 2.0 of the BABOK Guide is out, you can expect to see IIBA begin to tackle these additional roles and work to define them, as well as build out our understanding of other specializations within the BA family.
Project management is a very different role (I've done both BA and PM work, so can speak from personal experience) and while it might be the right path for any given person it's not a natural progression. In fact, I often found that to be effective as a PM I had to avoid doing business analysis! You can move into a management track, but there are other career options--for instance, if you pick up some marketing skills you might become a product manager, or you can move into a customer relationship manager role (acting as the key point of contact for a business unit to plan their IT initiatives) or a business architect.
We did not address any of these roles within version 2.0 of the BABOK Guide because they are distinct job functions--the people who do those jobs have somewhat different skill sets and responsibilities than your typical BA. Version 1.6 included some of this material but not enough to fully describe these roles, while having just enough to cause people to complain that "I don't do Enterprise Analysis". We wanted to discourage that thought and make it clear to BAs that they need to do that work, so trimming it down made sense.
Now that version 2.0 of the BABOK Guide is out, you can expect to see IIBA begin to tackle these additional roles and work to define them, as well as build out our understanding of other specializations within the BA family.
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written by Kupe Kupersmith, November 11, 2009
written by Kupe Kupersmith, November 11, 2009
Kevin,
As the Godfather of the BABOK I appreciate you chiming in.
As the Godfather of the BABOK I appreciate you chiming in.
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written by manbir, November 12, 2009
written by manbir, November 12, 2009
My expereince says there is lot of difference in BA profile and Career progression across companies, geographies etc. I would say that there is again a difference if it is a product development environment or services environment.
But in nutshell i havnt seen any stable path for Business analyst Career. Companies are still not clear which way BA's career can move. All of us would like to climb up in the career ladder, but looks like it is not that easy in BA profile.
But in nutshell i havnt seen any stable path for Business analyst Career. Companies are still not clear which way BA's career can move. All of us would like to climb up in the career ladder, but looks like it is not that easy in BA profile.
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written by Scott Watts, November 12, 2009
written by Scott Watts, November 12, 2009
The organization I work for currently is starting to recognize the distinctness of the paths; however, they have not yet connected the dots between senior analysts and architecture or enterprise analysis/planning and further. Hopefully it is no far off.
I have done PM work (project manager, program manager, product manager, user experience, etc. in addition to system and business analysis) and I do not find the project management role appealing. I believe some people have a hard wired passion for solving problems (which requires understanding problems). Such people will likely love analyst work and not enjoy herding a project team to the goal line.
As Business Analysts, we are truly the scientists of the business world, forming and testing theories (modeling & validation), and documenting the results (requirements). In time business thinkers will embrace the need for a more disciplined approach to defining goals, needs, and requirements. The BA profession will be recognized as a distinct profession and career path when the broader business community starts demanding greater precision and fewer project failures. Perhaps the ill economy will give us a little bump. Tight wallets will favor proper business analysis.
I have done PM work (project manager, program manager, product manager, user experience, etc. in addition to system and business analysis) and I do not find the project management role appealing. I believe some people have a hard wired passion for solving problems (which requires understanding problems). Such people will likely love analyst work and not enjoy herding a project team to the goal line.
As Business Analysts, we are truly the scientists of the business world, forming and testing theories (modeling & validation), and documenting the results (requirements). In time business thinkers will embrace the need for a more disciplined approach to defining goals, needs, and requirements. The BA profession will be recognized as a distinct profession and career path when the broader business community starts demanding greater precision and fewer project failures. Perhaps the ill economy will give us a little bump. Tight wallets will favor proper business analysis.
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written by Elizabeth BJ Ermenc, November 13, 2009
written by Elizabeth BJ Ermenc, November 13, 2009
One additional career path is to become a consultant, which I've done. At my former company I realized that BAs also became Subject Matter Experts, and could find it difficult to move into different areas. I recognized that I wanted to learn and grow my BA skills more than being a SME. I talked to consultant friends and companies, discovered there are a variety of consulting structures out there, and selected the company that best suited my needs. I've been on three assignments since then, and absolutely love it. I'm able to focus on my assigned projects with a healthy detachment and no involvement in office politics. I'm also able to specify that I can only work 40 hours a week. That's acceptable as a consultant, but not always as a permanent employee. Here's another interesting point - a BA is an asset to a consulting company, an expense as an FTE.
One side note to Onessa - one reason IIBA documents, including the BABoK, repeatedly discern between PM an BA roles is that they are required to do so to qualify as a separate certification. It's one of the biggest challenges in creating a certification program - it must be unique and totally separate from existing certification programs. Think too of novice BAs. Unless someone tells you, you don't know which are your tasks and which belong to other positions. This is especially confusing in our profession, as demonstrated in the previous comments. Long live the IIBA and separate but equal BAs and PMs!
Regarding
One side note to Onessa - one reason IIBA documents, including the BABoK, repeatedly discern between PM an BA roles is that they are required to do so to qualify as a separate certification. It's one of the biggest challenges in creating a certification program - it must be unique and totally separate from existing certification programs. Think too of novice BAs. Unless someone tells you, you don't know which are your tasks and which belong to other positions. This is especially confusing in our profession, as demonstrated in the previous comments. Long live the IIBA and separate but equal BAs and PMs!
Regarding
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written by Kupe Kupersmith, November 16, 2009
written by Kupe Kupersmith, November 16, 2009
heybeej,
Absolutely. Great points about consulting. Do you have to travel much?
Absolutely. Great points about consulting. Do you have to travel much?
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written by Kupe Kupersmith, November 17, 2009
written by Kupe Kupersmith, November 17, 2009
Hi everyone,
Here is a great article worth reading related to the future for business analysts; "Business Agility and the New Role of the Business Analyst" - http://tinyurl.com/yjfojka
Here is a great article worth reading related to the future for business analysts; "Business Agility and the New Role of the Business Analyst" - http://tinyurl.com/yjfojka
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written by Peter Rankin, November 17, 2009
written by Peter Rankin, November 17, 2009
Another great blog Kupe...
In my company there is a real lack of career progression for BA's and often we are directed to Project Management. I gained my Prince2 practitioner qualification before my BA Diploma. The British Computer Society identifies a BA skill is the ability to understand Project Management...and although we are not PMs, understanding how the business operates is vital in influencing and negotiating with the business (especially during requirements gathering or process re-engineering).
In my company it is often the PM which can be seen as the 'business' or 'client' and I bridge the gap between them and the system developers. Having an understanding of the PM role is certainly an advantage, as it is easier to communicate to the business when one understands them.
I think that it is important for BAs to have their own qualification, like PMs do, but having an understanding of the PM world can only be beneficial.
But i suppose the question is, once a BA where do we go from there? I am assisting my manager in re-alinging the BA team, and I am keen to implement some kind a BA career progression structure. It would be good to get an understanding from others experience on how this should look...so that a BA can have a BA career.
In my company there is a real lack of career progression for BA's and often we are directed to Project Management. I gained my Prince2 practitioner qualification before my BA Diploma. The British Computer Society identifies a BA skill is the ability to understand Project Management...and although we are not PMs, understanding how the business operates is vital in influencing and negotiating with the business (especially during requirements gathering or process re-engineering).
In my company it is often the PM which can be seen as the 'business' or 'client' and I bridge the gap between them and the system developers. Having an understanding of the PM role is certainly an advantage, as it is easier to communicate to the business when one understands them.
I think that it is important for BAs to have their own qualification, like PMs do, but having an understanding of the PM world can only be beneficial.
But i suppose the question is, once a BA where do we go from there? I am assisting my manager in re-alinging the BA team, and I am keen to implement some kind a BA career progression structure. It would be good to get an understanding from others experience on how this should look...so that a BA can have a BA career.
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written by Elizabeth BJ Ermenc, November 17, 2009
written by Elizabeth BJ Ermenc, November 17, 2009
Thanks Kupe. I don't have to travel at all, but that's because I selected a regional consulting firm with plenty of local clients. That said, many larger consulting firms hire those who want to work in one area, providing the area has sufficient assignments. Due diligence when you're researching consulting firms is critical to ensure your needs can be met. The good news right now is that more BA assignments are becoming available!
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written by Elizabeth BJ Ermenc, November 17, 2009
written by Elizabeth BJ Ermenc, November 17, 2009
Referencing Petedto's questions - the SE WI & Madison IIBA chapters coordinate a BA Development Day every year. In 2008 there was a presentation on creating a BA Center of Excellence within companies. That's a great place to start in creating a career path. Building mentoring responsibilities into senior positions is one way to expand skills and enhance the work life of the more experienced BA, especially if a company is not currently open to promoting BAs to strategic levels.
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written by Declan Chellar, November 18, 2009
written by Declan Chellar, November 18, 2009
Hi, Kupe.
There is a flipside to this. In a discussion a while ago on LinkedIn, a PM expressed a desire to move into business analysis and asked what level he should move to. It seemed to me that everyone was advising him to apply for senior BA roles, the argument being that he already had all the key skills. However, the assumption seemed to be that only the soft skills mattered, as no one made reference to experience in the techniques of analysis (modelling, etc).
I seemed to be the lone voice in asking what his experience was of the techniques of analysis. I mentioned some key techniques and suggested he rate his skill in each. I suspect most of those telling him he could easily slip into a senior BA role were PMs themselves.
Is it common for PMs to think that they can perform the role of a senior BA?
There is a flipside to this. In a discussion a while ago on LinkedIn, a PM expressed a desire to move into business analysis and asked what level he should move to. It seemed to me that everyone was advising him to apply for senior BA roles, the argument being that he already had all the key skills. However, the assumption seemed to be that only the soft skills mattered, as no one made reference to experience in the techniques of analysis (modelling, etc).
I seemed to be the lone voice in asking what his experience was of the techniques of analysis. I mentioned some key techniques and suggested he rate his skill in each. I suspect most of those telling him he could easily slip into a senior BA role were PMs themselves.
Is it common for PMs to think that they can perform the role of a senior BA?
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written by Kupe Kupersmith, November 19, 2009
written by Kupe Kupersmith, November 19, 2009
Hey Declan,
Thanks for joining the conversation. My next blog will focus on how being a PM does help you become a better BA. Perfect timing with your comment!
In my experience, I do think most PMs think they can do the work. Many think they have been doing it. Part of this is we don't don't know, what we don't know. Without truly knowing the skills needed to be an excellent BA, many people think they can be a BA.
Thanks for joining the conversation. My next blog will focus on how being a PM does help you become a better BA. Perfect timing with your comment!
In my experience, I do think most PMs think they can do the work. Many think they have been doing it. Part of this is we don't don't know, what we don't know. Without truly knowing the skills needed to be an excellent BA, many people think they can be a BA.
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written by Steven A Jones, November 19, 2009
written by Steven A Jones, November 19, 2009
With the latest revision of the PMBOK including a chapter on Requirements, many PM probably feel that justifies their perceived ability to move right into a Sr. BA position. I hope the interviewers will ask detailed enough questions to elicit a mutually detaled answer regarding their past experiences within the BA realm.
One of the ways people distinguish themselves in interviews (all other things being equal) is through the questions they ask. If you feel you're competing against PM's for a BA postion, try to formulate a question back to the interviewers that may make them think back to prior candidates (ie, the PM's) as deficient in the BA arena for not asking a similar question - framing you in a better light. I was once told on a BA/6-sigma consultant interview that I had 5 things in my favor and 1 thing against (that 1 thing was not enough project management). My follow up question was to ask which aspect of PM they were looking - the team / effort leadership, which I had demonstrated on any number of projects, or the administrative / resource management. It was enough to make the re-think what they were asking and looking for.
I don't want to be a PM. I want to be a Leader who happens to be a BA. Is that too much to ask?
One of the ways people distinguish themselves in interviews (all other things being equal) is through the questions they ask. If you feel you're competing against PM's for a BA postion, try to formulate a question back to the interviewers that may make them think back to prior candidates (ie, the PM's) as deficient in the BA arena for not asking a similar question - framing you in a better light. I was once told on a BA/6-sigma consultant interview that I had 5 things in my favor and 1 thing against (that 1 thing was not enough project management). My follow up question was to ask which aspect of PM they were looking - the team / effort leadership, which I had demonstrated on any number of projects, or the administrative / resource management. It was enough to make the re-think what they were asking and looking for.
I don't want to be a PM. I want to be a Leader who happens to be a BA. Is that too much to ask?
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written by Kupe Kupersmith, November 20, 2009
written by Kupe Kupersmith, November 20, 2009
Steve,
That's not too much to ask at all. Keep the focus, don't give in! My next blog due our 11/24 discusses some PM skills that do help you be a better BA. Leadership/Motivation is one of them. Glad to see we are on the same page!
That's not too much to ask at all. Keep the focus, don't give in! My next blog due our 11/24 discusses some PM skills that do help you be a better BA. Leadership/Motivation is one of them. Glad to see we are on the same page!
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written by Steven Blais, November 21, 2009
written by Steven Blais, November 21, 2009
The skills and activities of the project manager and business analyst, and for that matter the systems analyst, are quite similar. The difference is in the focus. The business analyst focuses on the business aspects of the product produced by the project and the people in the business that product will impact. The systems analyst focuses on the technical aspects of the product and the systems and operations that product will impact. The project manager focuses on the project and people that produce the product, including the natural politics that accompany any change to the organization.
When jobs, or roles, change the focus must change first. That infuses each of the activities and tasks the person performs in that role whether it be risk evaluation (business risk for the BA, technical risk for the SA, and project risk for the PM) or any other activity.
That is easy in concept, more difficult in practice. For those who wish to make the switch be aware that the hardest part is in the beginning when the managers who authorized the change expect you to be fully fledged in the new role on day 1 because you already appear to have the credentials to do it. Changing focus takes a long time, and some can never change.
When jobs, or roles, change the focus must change first. That infuses each of the activities and tasks the person performs in that role whether it be risk evaluation (business risk for the BA, technical risk for the SA, and project risk for the PM) or any other activity.
That is easy in concept, more difficult in practice. For those who wish to make the switch be aware that the hardest part is in the beginning when the managers who authorized the change expect you to be fully fledged in the new role on day 1 because you already appear to have the credentials to do it. Changing focus takes a long time, and some can never change.
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written by Steven Blais, November 21, 2009
written by Steven Blais, November 21, 2009
In the latter case it is good to find out that your real interest is not in bringing a project in on time and within budget and receiving the accolades of doing so, but in the solution to the business problem which might bring with it the enmity of those most positively affected by the solution. (see Darryl Conner's Managing at the Speed of Change where he talks about the resistance to change by those who most benefit and request the change).
You might also find that solving the problem of how it all fits together technically with existing architecture and technology, and diagramming the solution in UML or ERDs or other tools, brings you the greatest positive feedback, and you don't need the interaction with business people because it also means politics. In this case, the role of systems analyst might be the place to be.
And you might find you relish the authority and responsibility and the positive feedback of the successes, and you enjoy the give and take of politics and organizational machinations. You might find the technical details too mundane. In this case the project manager, and subsequent manager's roles might be just the thing.
You can take a Meyers-Briggs or some other preference test to see where you might fit in. I suspect each of the roles registers differently. However, the best way to determine in which direction to go is to venture down the path a bit and see what's there. You don't like it, go back, but you will return possessed with a greater knowledge and appreciation of the people occupying those positions, and more over you'll come away with a greater knowledge and appreciation of yourself.
You might also find that solving the problem of how it all fits together technically with existing architecture and technology, and diagramming the solution in UML or ERDs or other tools, brings you the greatest positive feedback, and you don't need the interaction with business people because it also means politics. In this case, the role of systems analyst might be the place to be.
And you might find you relish the authority and responsibility and the positive feedback of the successes, and you enjoy the give and take of politics and organizational machinations. You might find the technical details too mundane. In this case the project manager, and subsequent manager's roles might be just the thing.
You can take a Meyers-Briggs or some other preference test to see where you might fit in. I suspect each of the roles registers differently. However, the best way to determine in which direction to go is to venture down the path a bit and see what's there. You don't like it, go back, but you will return possessed with a greater knowledge and appreciation of the people occupying those positions, and more over you'll come away with a greater knowledge and appreciation of yourself.
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written by Abhishek, February 03, 2010
written by Abhishek, February 03, 2010
Hi Kupe,
Great to read this article it's insightful and thought provoking. In many Indian IT giants developers and Sr. system analysts move on to become PM in 7-8 years of experience. Also in many banks around world PM path is well defined, as opposed to BA path, and Unlike others, I have seen many BA's transforming to good and happy PM's. My query is how a developer turned BA could achieve/become good PM? as PM to CEO looks easy and well known path. :) Secondly what do you think how good BA, a developer can become?
Cheers everybody and thanks for valuable inputs.
Great to read this article it's insightful and thought provoking. In many Indian IT giants developers and Sr. system analysts move on to become PM in 7-8 years of experience. Also in many banks around world PM path is well defined, as opposed to BA path, and Unlike others, I have seen many BA's transforming to good and happy PM's. My query is how a developer turned BA could achieve/become good PM? as PM to CEO looks easy and well known path. :) Secondly what do you think how good BA, a developer can become?
Cheers everybody and thanks for valuable inputs.
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written by Kupe Kupersmith, February 03, 2010
written by Kupe Kupersmith, February 03, 2010
I think BA's can move into PM roles and be happy...I'm just not one of them! I do a lot of PM work in my current role, but I do many other things as well.
As for developers, many developers I know have moved into a BA role and have been very successful. They are usually analytical thinkers and problem solvers. The best developers I worked with were great analysts. They need to have passion for the interaction with various stakeholders as well as try not to jump to a solution before understanding the needs of the business.
Thanks for your comments and I'm glad you found the post and comments valuable.
As for developers, many developers I know have moved into a BA role and have been very successful. They are usually analytical thinkers and problem solvers. The best developers I worked with were great analysts. They need to have passion for the interaction with various stakeholders as well as try not to jump to a solution before understanding the needs of the business.
Thanks for your comments and I'm glad you found the post and comments valuable.
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written by Andrew Midkiff, April 09, 2010
written by Andrew Midkiff, April 09, 2010
Coming to this late, but this is still quite an important, and obviously popular, topic.
To me, PM is no more of a "natural" next step from BA than it is a "natural" next step for a developer. I just mentioned three different roles, BA - PM - Developer, with three different special skill sets. Some people are able to do all three, but that doesn't mean that they are equally good at all three or that they use the same soft skills, let alone hard skills, for all three. We know they don't. So why should it be more "natural" for BA's to become a PM then it is for a developer to become a PM? One reason is that developers already have a clearer path from junior coder up through Enterprise Architect. I believe there's also a perception that BA's and PM's are the "non-engineers" on the project team, at least on IT projects, and so therefore they must be related and should be lumped together
"Natural" progressions in a career should move along the lines of maturing and applying more broadly the specific skills used for that role. When people say that a BA should become a PM as their next step, then that shows two things:
1. They don't understand the work and skills that go into each role
2. They don't understand how to use the specific skills of senior business analysts in a more strategic way
Number 2 obviously feeds upon the ignorance in number 1.
So, how do we change this? I think it comes down to education of managment and HR on these last two points. Until there is a clear understanding of what BA's bring, and how to use them past the boundaries of projects, there will be no clear path, so one will be found whether it makes sense or not.
To me, PM is no more of a "natural" next step from BA than it is a "natural" next step for a developer. I just mentioned three different roles, BA - PM - Developer, with three different special skill sets. Some people are able to do all three, but that doesn't mean that they are equally good at all three or that they use the same soft skills, let alone hard skills, for all three. We know they don't. So why should it be more "natural" for BA's to become a PM then it is for a developer to become a PM? One reason is that developers already have a clearer path from junior coder up through Enterprise Architect. I believe there's also a perception that BA's and PM's are the "non-engineers" on the project team, at least on IT projects, and so therefore they must be related and should be lumped together
"Natural" progressions in a career should move along the lines of maturing and applying more broadly the specific skills used for that role. When people say that a BA should become a PM as their next step, then that shows two things:
1. They don't understand the work and skills that go into each role
2. They don't understand how to use the specific skills of senior business analysts in a more strategic way
Number 2 obviously feeds upon the ignorance in number 1.
So, how do we change this? I think it comes down to education of managment and HR on these last two points. Until there is a clear understanding of what BA's bring, and how to use them past the boundaries of projects, there will be no clear path, so one will be found whether it makes sense or not.
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written by Miriam Fiorini, April 11, 2010
written by Miriam Fiorini, April 11, 2010
Great article Kupe!!
when I said "I'm not interested in becoming a PM. I don't see it as a growth in my career" my coworkers and manager couldn't believe what I was saying!
And as @alwynventer stated: "Don't lose your best BA to gain a mediocre PM."
when I said "I'm not interested in becoming a PM. I don't see it as a growth in my career" my coworkers and manager couldn't believe what I was saying!
And as @alwynventer stated: "Don't lose your best BA to gain a mediocre PM."
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written by Kupe Kupersmith, April 12, 2010
written by Kupe Kupersmith, April 12, 2010
@Amidkiff, I'm with you. As for your point # 2, I believe this is a large issue. BA work expands the project. Thanks for your comments. As a community we will continue to educate the necessary people.
@mrfiorini, Maybe we worked for the same manager! I had a very similar experience. It was a sign that my management team did not understand the value in business analysis. So what do you see as the next step in your career?
@mrfiorini, Maybe we worked for the same manager! I had a very similar experience. It was a sign that my management team did not understand the value in business analysis. So what do you see as the next step in your career?
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