Product Management, Avoiding Project Failure, and AI
3 Key Takeaways from BA Digest (Q4 Edition)
Disclaimer: The views and opinions expressed in this article are those of the author and may not reflect the perspectives of IIBA.
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It's been a few weeks since we released the Q4 edition of BA Digest, which has eighteen diverse and interesting articles.
If you’re short on time, here’s a quick summary of three articles to pique your interest.
1. Product Management Needs Business Analysis
In “Product Management and the BA,” Karen Newnham explores how project management has been replaced by product (or service) management in some organizations. Product management focuses on continuously improving products and services over time.In a product team, which typically uses agile delivery methods, product owners set the direction and strategy for the product. In tandem, user researchers regularly gather feedback from users, service designers design the future service, and developers make necessary changes.
Product management is popular because services and products need continuous improvement. Unlike projects, with a clear start and end, products need to adapt and evolve in response to changing customer expectations. The traditional project management model does not align well with this shifting context.
Regardless of the approach used, product teams are here to stay. Which begs the question: “How can a business analyst effectively work within a product team?”
Business analysts play a critical role in the success of product teams. While their tasks and responsibilities may differ from those of their project team counterparts, their skills are essential to the product team.
Karen suggests they can help product teams shape their product roadmap and form and test hypotheses. They can also help show how each iterative change affects performance, among other things.
2. Why Do Projects Fail?
In “Three Reasons Most Projects Fail,” Thomas Heneker explains why projects don’t always go as planned. Based on his experience as a project manager and sponsor, he uses several case study examples to explore the topic.
First, projects with inflated benefits are often destined to fail. Benefits may be exaggerated to secure funding. There’s often a desire to run projects perceived as more exciting and innovative. The result is that valuable, practical, and realistic projects get ignored at the expense of others.
Second, a project’s delivery timescale can lead to its failure. As projects progress over time, the circumstances and environment surrounding them can change, increasing the risk of unforeseen delays. Projects that take too long are particularly prone to failure.
The third reason is the loss of interest from the sponsor (and even project team members) as the project matures. Sponsors and teams are often excited and motivated at the start of a project, but enthusiasm tends to dwindle. This can lead to a lack of sponsor engagement, ultimately affecting the success of the project.
3. Business Analysts Are Not Robots!
Emily Tom reflects on the ubiquitous rise of artificial intelligence (AI) in “I Am Not a Robot,” challenging its blind adoption by businesses. Concerned that AI is being marketed as a one-size-fits-all solution, she advocates for critical thinking and stakeholder education.Emily acknowledges AI’s efficiency in research, writing, and repetitive tasks. Yet she cautions against its limitations in originality, potential for plagiarism, and perpetuation of biases. Highlighting the importance of preserving authentic human intelligence, she calls upon business analysts to educate stakeholders on the nuanced role of AI.
Emily encourages business analysis professionals to embrace imperfection, fostering a human-centric approach that values individuality and resists the homogenization AI may bring. To quote Emily: “I am not a robot, and neither are you.”
Business Analysis Is a Crucial Skill Set
A common thread throughout these articles is that business analysis is a crucial skill set, irrespective of the context. Good business analysis will contribute toward product (or project) success, and it involves authentically engaging with stakeholders.
It’s important that we continue to adapt and learn, so be sure to engage with your local IIBA chapter and keep an eye on IIBA’s KnowledgeHub.
For more thought-provoking articles, download your free copy of BA Digest.
About BA Digest
BA Digest is a free, open access, quarterly magazine published by Blackmetric. It focuses on all things related to business analysis.
About the Author
Adrian Reed is a true advocate of the analysis profession. He acts as Principal Consultant at Blackmetric Business Solutions, where he provides business analysis consultancy and training solutions to a range of clients in varying industries. He is editor-in-chief of the quarterly open-access magazine BA Digest, and he speaks internationally on topics relating to business analysis and business change. Adrian wrote the 2016 book Be a Great Problem Solver… Now and the 2018 book Business Analyst.
