The context diagram and the use case diagram are two useful techniques for representing scope. This article describes two other methods for documenting scope: feature levels and system events.
Being required to produce documents that create massive information bloat and don’t add value is frustrating as it slow projects down and creates additional project cost that isn’t needed. It’s a headache for Project Manager, Business Analyst and everyone on the team. What we need is the smallest set of information that can be verified and validated quickly that directly ensures the highest quality outcome of the project.
As a business analyst (BA), what would you say during the initial conversation with your project manager (PM)? First, do not assume that the PM knows what to expect from a BA. In fact, this is your opportunity to set expectations and explain your value added to the project.
Tracking project status means comparing where you really are at a particular time against the expectation of what “complete” means for this development cycle. Monitor the status of just those functional requirements that were committed for the current release, because that’s the set that’s supposed to be 100 percent done before you declare success and ship the release.
The lines between business analysts’ and project managers’ responsibilities seem to be becoming increasingly blurred, particularly in these tight economic times where candidates are sometimes expected to fulfill both roles. But it is crucial that companies understand the difference between these roles if they want their projects to be executed in the most efficient manner.
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