Hybrid PM/BA Roles: Should these be Separate Functions?

The Rise of the Hybrid Project Manager/ Business Analyst

The rise of the Business Analyst / Project Manager hybrid role is proving to be a popular trend in the project delivery world. These roles appear to be very different, but they require many of the same skills. So what exactly are the similarities and differences between Business Analysts and Project Managers?  This seems like an increasingly popular question for those who are assessing their career options, unsure about whether they are already performing a hybrid role or are just plain confused due to the overlapping competencies.  The possible consequences of such confusion and uncertainty may prove to be damaging to the organization and individual.  At its worst, organizations may resort to re-recruiting for the role as a result of individuals not possessing sufficient capabilities required for hybrid roles, which may delay projects and cost the organization in remedying reputation damage.  Furthermore, project team members may not be clear about who is responsible for what and as a result, individuals may not know how best to channel their skills and energy in their work surroundings. 

This article elaborates on Business Analyst and Project Manager-specific competencies and responsibilities, plus highlighting areas where they overlap.

Business Analysts and Project Manager’s Roles and Competencies

Business Analyst-Specific Competencies

Solution knowledge

Understanding solutions and how to establish them.

Business Analysis Specialist Tools

Business Analysts utilize tools for creating, developing and managing models, requirements, specifications and prototypes.  Examples of such tools include Visio, Signavio, Balsamiq, amongst others.

Project Manager’s Specific Competencies

Work Definition

Project Managers know how to identify, describe the work to be done on a project and set realistic milestones.

Project Management Specialist Tools

Proficiency with project management tools such as Microsoft Project and P3O. 

Overlapping Competencies

The overlap between Business Analysts and Project Managers are considerable, and this may be the source of ambiguity for some.  Both roles require the following competencies:

1. Facilitation Skills

Both roles will need to effectively direct the flow of meetings, workshops and other conversations.

2. Planning, Forecasting and Estimation

Sketching out the work ahead, forecasting resource required and estimation of efforts. 

3. Leadership and Influencing

Setting a path for the team and stakeholders to follow, and keeping the momentum going during the project.

4. Motivation

Energize groups of people to set and accomplish objectives.

5. Negotiation

Knowing how to effectively resolve differences, following the stages of preparation, discussion, clarification of goals and negotiation of win-win outcome.

6. Conflict Management

Having the ability to handle difficult conversations and confrontations tactfully, with the aim of turning negatives into positives.

7. Priority Setting

Making decisions on the best means of allocating time and efforts.

9. Making recommendations

Using the knowledge and perspective gained through project work to identify the best path forward.

10. Communication

Conveying and receiving information in a multitude of channels from various stakeholders.

11. Systems Thinking

Tracing out how changes to one component of a system or plan can have much broader ripple effects.

12. Problem Solving

Understanding the problem at hand, identifying solutions, selecting an option and following it through. 

Project Responsibilities

Responsibilities between Business Analysts and Project Managers may be clearer after considering the shared competencies. The critical point here is that the shared competencies above are applied in different ways, which is particularly true for Business Analysts.

Business Analyst-Specific Responsibilities

Business Analysts apply a variety of shared competencies listed above to their role-specific responsibilities, which include:

Business Analysis Planning and Monitoring

Planning and organizing and coordinate the efforts of Business Analysts and their stakeholders throughout the project lifecycle.  Using competencies 2 and 9, Business Analysts perform activities include planning Business Analysis approach, planning stakeholder engagement, plan business analysis governance, plan business analysis information management and performance improvements.

Requirements Elicitation, Collation, Verification and Validation

Using competencies 1, 4 and 5 Business Analysts facilitates sessions with stakeholders to identify and establish the appropriate set of models to represent the key characteristics of the solution.

Modelling and Analysis

Applying competency 11, Business Analysts apply their problem solving skills to interact with all available requirements sources to obtain needed information and perform analysis work.

Requirements Life Cycle Management 

Applying competencies 6 and 7 Business Analysts ensure that requirements and designs at different levels are aligned to one another, and to perform impact assessment understand the changes to one requirement on others.

Solution Evaluation

Applying competency 8, Business Analysts assesses the performance of and value delivered by a solution in use by organizations, and recommending the removal of barriers or constraints that prevent the full realization of value.

Recommend Solution Options

Applying competency 3, leadership skills are utilized in analyzing value and recommending solutions to the senior stakeholders, including project sponsors.

Analysing Solution Performance

Applying competency 10, systems thinking skills are utilized to provide insights into the performance of a solution in relation to the value it brings.

Project Manager-Specific Responsibilities

Project managers often apply a wider range of the above shared competencies to all of their below responsibilities in comparison to Business Analysts.

Estimation and Budgeting

Successful Project Managers are proficient in estimation and budgeting, in terms of time management, expenditure and resources. In the project management world, the ability to plan is an instrumental responsibility, as it underpins timely project delivery.  Many projects, especially those with strict contractual obligations, has a higher propensity to fail due to inadequate planning and the lack of understanding on project dependencies. Project Managers define the project scope and determine available resources. Successful Project Managers understand the importance of setting realistic time estimates, evaluating teams’ capabilities and assigning them to activities that are best suited to their skillsets. Even if a project meets a client’s expectations and is delivered on time, it will still be a failure if it had run significantly over its set budget.  It is therefore critical that Project Managers frequently review their set budget and perform forecasts in order to avoid material budget overruns.

High-Level Project Communication and Customer Management

As one the key faces in projects, Project Managers ensure that the customers are satisfied by minimizing uncertainty and communicating with their key stakeholders using appropriate means.

Vendor Management

Coordinating efforts with any external parties involved in the creation and delivery of the solution.

Project Requirements Management

Project Managers focus on requirements in a different way to Business Analysts.  In order to establish the nature of the project they need to deliver, Project Managers lead to stakeholder requirements, which in turn leads to objectives, scope and ultimately project results.

Monitoring Project Progress

During the earlier phases of a project lifecycle, Project Managers and their teams would typically have a clear vision of producing the desired result. However, it is more than likely that project teams will encounter some bumps along the journey. When things start to steer off the project plan, a Project Manager will need to monitor and analyze the root causes of the issues faced and to take the necessary corrective measures.

Managing Project Reports and Critical Project Documentation

Finally, experienced project managers know how essential final reports and proper documentation are. To keep internal and external stakeholders satisfied, Project Managers are expected to present comprehensive reports documenting that the key project requirements were fulfilled on time, as well as being well versed in the project’s history, including key milestones, who was involved at what stage, and lessons learned that could be applied in future projects.

Shared Responsibilities between BA and PM

Risk Management

Identifying potential issues related to the solution and project execution, and ensuring that these are appropriately addressed.

Quality Management

Providing assurance that the test coverage is complete and that quality is sufficient to move forward with the solution.

Issue Escalation

Taking project challenges and problems to the right set of authorities at the right time.

Solution Scope Management

Ensuring that solution features and functions align with the project objectives and requirements.

When is it Appropriate to use a Hybrid Project Manager/Business Analyst?

In reality, it is common for small to medium sized organizations to employ Project Managers/ Business Analysts to handle change initiatives. Although being able to play both roles is a great asset to have, sometimes the dual role may not be the right decision for particular situations.

Factors to consider when deciding to use a hybrid Project Manager/Business Analyst:

Scale of the Work Involved: Are you Working for 2?

The scale of the work involved may underpin the suitability of having a single Project Manager/Business Analyst. For example, a retail organization is implementing a new marketing strategy in phases.  One of the phases could involve the Business Analyst eliciting requirements from the online marketing team and obtain the list of promotional discount codes, liaise with the developers to ensure that these are published on time on the website.  The Business Analyst may also be able to perform the relevant tests to ensure that the discount codes are activated and associated with the correct product in User Acceptance Testing.  In such a scenario, some form of estimation will be required to determine effort requirements. If this a relatively small project or work stream and if the below factors are also considered, it may be appropriate for a Project Manager/ Business Analyst to lead as a hybrid Project Manager/Business Analyst.     

Difference in Focus

As discussed above, the responsibilities of Business Analysts and Project Managers are different, which means that there is a different focus on each role’s deliverables and objectives.  Often there is a pull in opposite directions, especially when both roles report to different organizational functions, which can often be the case for multi-vendor projects. Project Managers may aim to deliver the end product on time and within budget, whereas Business Analysts would strive to ensure that customers can actually utilize the solution when it is implemented.

Does the Individual have the Relevant Skillsets to take on a Hybrid Role?

If one finds themselves staring at a scope and timeline that is unmanageable for one person, or facing a set of data requirements without possessing the relevant experience and skillset to model, or working with a vendor partner that requires intensive ongoing attention, or in any other situation where one finds themselves digging an ever deepening hole, then the best path is to suggest segregating the project management and business analysis duties.

Project Team Roles and Responsibilities

Is the Project Team Clear on the roles and responsibilities of the hybrid Project Manager/Business Analyst role, and how this impacts how they work?  Any discrepancies in understanding may impair communications and ultimately project progress. A roles and responsibilities matrix would be recommended to provide greater clarity.

The Power of Cohesive Partnership

A Hybrid Project Manager/ Business Analyst role may have their own merits and challenges, but given the consideration factors above, this may not always be the most appropriate arrangement. However, a cohesive partnership between a Project Manager and Business Analyst is easily one of the most powerful tools in project progression, regardless of whether this is a combined hybrid role. A joined up and supportive partnership goes a long way in avoiding communication gaps and ultimately creating a product or solution desired by key stakeholders.  In summary, the critical success factor in project delivery consists of Business Analysts and Project Managers utilizing their shared competencies in their respective areas of responsibilities to support each other and the wider project team, with each role providing opportunities to display leadership quality in different respects. To employ one without the other on larger or more complex projects may introduce risks of losing the benefits that come with having these two specialists support each other in delivering solutions of the right quality, at the right time and at the agreed budget.