Reasons Why The Business Analyst-Project Manager Hybrid Role Is So Difficult
The Business Analyst/Project Manager hybrid function is the most frequently mentioned of the several BA hybrid roles.
While opinions may differ on whether a blended BA/PM role should exist and how the two positions differ and overlap, everyone can agree that this hybrid position may be quite difficult. It is also a hybrid that is gaining popularity as businesses explore ways to operate more efficiently and adaptably. In this article, the top three reasons why many people find this hybrid role challenging and offer some solutions will be discussed. Check our Business Analyst course to learn more.
1.The BA/PM Role Requires Expertise In Both Disciplines.
In order to perform well, the BA/PM role demands highly developed competencies across both disciplines, which necessitates training in both fields. The issue is that many businesses expect that a strong business analyst can naturally assume project management responsibilities, and the same is true for project managers being able to assume business analysis responsibilities. In spite of the fact that one individual is capable of performing both, if they are skilled in one but not the other, there will likely be a noticeable difference in how well they perform.
For instance, while a great PM with no BA experience is likely to complete the project, the stakeholders’ initial expectations for the value delivered may not be met. Why? Project management is focused on completing the project in accordance with the project requirements, whereas business analysis digs deeper to understand the significance of the requirements and the best way to implement the solution. A PM who lacks business analysis skills would accept the stakeholders’ requirements at face value, while a more knowledgeable BA might probe further and ask additional questions. A BA with little to no experience in project management (PM) may provide well-defined requirements, but they will likely struggle to manage different project constraints because they lack the expertise to make decisions that will keep the project on track.
2.This Role Only Works Well With Small Changes.
Concerning hybrid roles, the IIBA Competency Model indicates that “the dual hybrid role is typically associated with small or less complex work efforts, where it is possible for a single person to perform both roles effectively.” This is accurate when it comes to the hybrid BA/PM post, and those who fill these positions are undoubtedly aware of this fact. This becomes a problem when an organization is undergoing organizational reform or is inexperienced in one of its disciplines. Even though it may be obvious that for this type of position, smaller is better, when an organization lacks maturity in project management and business analysis, it can be difficult to calculate the cost of failure and the value lost.
When an organization is experiencing organizational realignment, it frequently adopts an “all hands-on” approach to accomplishing tasks, which could result in one individual overseeing significant or dangerous tasks while also carrying out other duties. From the outside, it could seem like a terrific method to make the most of your resources because no one really knows the true costs of having one person handle two tasks.
3.The Role May Not Be Well-Defined Or Adequately Supported.
Any role that is unclear or has poor definition is likely to lead to issues. It may be even clearer in the BA/PM role. There are numerous presumptive responsibilities in many BA roles that influence the type of work they do. Many PMs have jobs that are overburdened with duties unrelated to project management. The combination of the two positions into one vague, undefined BA/PM role can result in a lot of problems for the person filling the role as well as for the business.
The BA/PM hybrid role frequently arises out of necessity, isn’t even formally recognized as a hybrid role, and allows the employee to remain in the same job title while taking on additional responsibility in the other domain. Finding the ideal candidate for the position may become challenging in these circumstances. It is insufficient to merely combine two full-time job descriptions into a single job description. What they will be expected to do and what they won’t be asked to do must be carefully considered. If this boundary is not established, the BA/PM will be forced to prioritize their tasks because they won’t have enough time to do everything they have been given.
Increasing The Odds Of Success
Organizations must be aware of the job and what is required to improve the chances of success if they want to guarantee the BA/PM role’s success. Simply adding new responsibilities to an existing function is insufficient. Organizations must spend effort defining the function while taking into account the benefits they hope to get and the inherent constraints of the position. Once the work is identified, a concerted effort must be made to limit assignments to the size and complexity that will most effectively enable success, and there must be systems in place to monitor that success.
The things that will be required to support the BA/PM also need to be taken into account. Are there any team members who could help with tasks that fall under the purview of the other function? In hybrid BA/PM roles where there is an oversight responsibility for the business analysis side and is expected to assess and direct other BAs’ work rather than doing it all yourself, there will be success. Access to the education, training, and mentoring necessary for persons filling the role to hone their talents will also be part of a successful support system. The likelihood of success in the BA/PM hybrid function will rise as a result of all of these.
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