Integrating Business Analysis & Project Management

I recently read a conference paper on Business Analysis that left a lasting impression on me despite being written 12 years ago (Maritato, 2012). The content remains highly relevant, underscoring fundamental challenges in transforming ideas into tangible value. The paper explores the integration of project management and business analysis disciplines, drawing from both the Project Management Institute (PMI®) standards and the International Institute for Business Analysis (IIBA®) standards.

Over the past five years, I have primarily focused on creating value through projects. Value is inherently complex as a concept—difficult to define and often accompanied by unclear accountability. This ambiguity becomes particularly problematic in the context of failed projects.

Every business project is initiated in response to an opportunity or a threat, driven by a specific business need and the definition of a solution. Understanding these needs is crucial to delivering project outcomes that yield the desired business benefits. The authors of the paper highlight a challenge I frequently encounter:

"Business stakeholders often speak a 'business language,' not a 'project language'; moreover, they tend to think in terms of 'solutions' rather than 'needs.'"

Strategic business projects, and even many tactical ones, typically begin with a business analysis. This analysis guides critical decisions and once approved, the project is formally initiated and handed over to the project team. However, the same team or department does not always manage these analyses and the projects they inform. In siloed organizations, the business analysis findings are often poorly communicated to project teams, leading to a focus on the solution rather than the underlying business value.

While project management emphasizes implementing change, and business analysis centers on understanding needs and realizing value, the boundaries between these two areas are frequently blurred. In today's rapidly changing environment, the circumstances that trigger a project can evolve within months, altering business needs and, in some cases, rendering previously identified business value obsolete.

Organizations now require project professionals who understand the role of projects within the broader business ecosystem. Delivering value through projects demands internalizing expected benefits—business value. Failure becomes frequent when teams focus solely on solutions and measure success through the traditional "iron triangle" of project management (scope, time, and cost). Organizations must effectively integrate project management and business analysis skills to ensure projects deliver meaningful business value.

Reference:

Maritato, M. (2012). Project management and business analysis: the dynamic duo. Paper presented at PMI® Global Congress 2012—EMEA, Marsailles, France. Newtown Square, PA: Project Management Institute.