Marcos Ferrer, CBAP has over 20 years experience in the practice of business analysis and the application of Information Technology for process improvement. Following graduation in 1983 from the University of Chicago, Mr. Ferrer joined IBM in Chicago, where he worked on requirements and systems implementations in diverse industries. His recent projects include working requirements for the Veteran's Administration, introducing BA practices at the Washington Suburban Sanitary Commission, and creating bowling industry models for NRG Bowl LLC. In November 2006, Marcos Ferrer is one of the first CBAPs certified by the IIBA. He has served as an elected member of the DC-Metro chapter of the IIBA, most recently as President, and assisted in the writing of the BOK 2.0 test. 
Behold the world’s shortest BA column (well, for me so far, anyway):
We have been discussing the great challenges to BA that I listed a few months ago.
Last month I dumped my own idea – that of having professional recognition for BAs at the level of accountants and attorneys. Not having it or having it – either way it is a great challenge for the profession (for now, we hide, not knowing what to do).
This month, I make the following points about PMI and IIBA cooperation, the second great challenge:
Many PMPs, upon first meeting a CBAP (myself) say: “I wish they would turn you guys loose before management just dumps some of the “projects” (actual word was not projects) they dump on us!”
Point well taken - it is a lot easier to make project estimates and plans when decent scoping and some due diligence (requirements and stakeholder investigation) is done up front.
When things do change, they are likely to be less radical, or if radical, they tend to pay of way better for the trouble taken to discover them (always remember that every project is a “team PhD” research effort, and change can be good when learning leads the way).
It is not fair to dump on PMPs. It IS dumping when a list of what Ivar Jacobsen calls “requirements assertions” gets laid on a project manager with a budget and a deadline. I get to say this because usually the PM dumps it on me (the BA), so I know, I know.
I acknowledge that this approach does not violate the rule of “you can tell me how fast, you can tell me how much, or you can tell me how good – pick any two”.
It doesn’t, because management only tells how long and how much – they typically DON’T tell how good, they just pretend they did, so they can complain and blame when they don’t get what they “wanted”.
Finally – how the HECK does anyone do earned value, when they aren’t even sure what anything is worth?
I call on PMPs to acknowledge this pre-project “analysis” gap, and to support BAs in the important task of filling it.
Don’t go crazy - not every project is worth a business case, and doesn’t that say something right there?
Let me know if you agree.
written by Scott Pollino, June 04, 2009
The challenge amounts to having PMs see the value of correctly estimated and sized projects without having them feel they have given up any control.
Seems everyone is hung up on being the project hero (in the early stages).
http://www.linkedin.com/in/scottpollino
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In order for PMI to agree that BA must precede projects, the tangible value of Business Analysis activities must made clear to project teams and sponsors.
In typical top-down business project environments, the priorities of project teams are heavily influenced by the project sponsorship group (often senior management). What does senior business management typically deem important on a project? Their primary interest is in monitoring project tangibles. The three primary constraints on project management are time, cost and quality. Time is “moneyâ€, and money is money. And money is a very tangible business asset. I would argue that business management practices and cultures have been aligned around the management of the tangible, hence they focus most closely on Time and Cost of projects, rather than Quality.
On time and within budget means nothing if the project deliverables do not meet the business objectives. The quality of project deliverables can be directly related to the quality of the business analysis and related requirements.
As a professional community, BAs need to continue to sell the value of their role to the business and project leaders. We need to work with business leaders and PMs in order to be sure project quality is defined in the early stages of a project as a success measure.
As business analysts it is our responsibility to be sure the appropriate solution with an acceptable level of quality is being delivered in projects. We need to work with PMs and project stakeholders to sell the tangible value of BA efforts and be sure that project budgets and timelines allow for quality to be built into the project process.