PROJECT LIFE CYCLES 1
The role of a business analyst varies greatly depending on the typeof project. For example, the BA is required to define the scopeupfront for the case of a predictive project. On the other hand, thescope for the iterative project is customarily defined for upcomingiterations (Lock, 2013). Alternatively, an adaptive project uses ascope that is set in form of features. Such elements are used toformulate the current iteration.
The business analyst must consider change at the initial stages of apredictive project. However, both iterative and adaptive projectsrequire changes to be considered during the planning of the nextiteration. Nevertheless, the latter setup requires rapid changes forevery 2-4 weeks (Lock, 2013). The BA must evaluate the risk of changein the later stages when dealing with a predictive project.Conversely, the risk of change is reduced for both adaptive anditerative projects due to the impact of iterations (Lock, 2013).Notably, adaptive projects have smaller iterations than iterativeprojects.
Besides, the business analyst must consider the customer feedback atthe end of a project during a predictive project. Contrariwise, theBA should consider the client’s input multiple times during aniterative project (Schibi & Lee, 2015). On the other hand,business analysts must evaluate the feedback from customers at theconclusion of each rapid iteration for the case of adaptive projects.The BA should use the predictive project where the product has fewercomplexities. On the other hand, the iterative project is used wherechanges in scope need to be managed (Lock, 2013). Contrariwise, thebusiness analyst should consider adaptive projects where changesoccur rapidly.
For a predictive project, the business analyst needs to consider thesequential nature of various phases. Planning, analysis, and designcould also happen simultaneously (Lock, 2013). In many instances, theBA must define the scope at the beginning of the project.Furthermore, changes must be accommodated at the initial stages.Notably, further alterations during the project life cycle couldincrease the costs (Lock, 2013). Additionally, a BA must evaluate therisk of feedback and change at later phases of the project. Abusiness analyst is also required to consider the views of customersat the beginning and end of a project (Schibi & Lee, 2015). Sincemany clients provide feedback at the conclusion, the BA must beprepared to make amendments. Besides, the customer’s requirementsmust be respected to ensure high value.
For an iterative project, the business analyst must understand thatphases either overlap or happen sequentially. The BA must also definethe scope for upcoming iteration (Schibi & Lee, 2015). Moreover,any changes are addressed during the planning of subsequentiterations. Such alterations usually have a reduced cost impact incomparison to other project life cycles (Lock, 2013). The BA mustalso disregard the risk of change since iterations limit theincidence of change. In addition, the business analyst must considercustomer feedback at the conclusion of each iteration. Deliveryshould also be made such that the client gets value during theinitial stages.
For an adaptive project, the BA must define the scope in the form offeatures. Subsequently, other facets are selected to fit the currentiteration. The business analyst should consider the impact offrequent changes that occur every 2-4 weeks (Schibi & Lee, 2015).Since iterations are too small, the BA is not obligated to considerthe risk of change. Moreover, the business analyst should considercustomer feedback at the conclusion of each iteration (Schibi &Lee, 2015). Clients are actively involved in adaptive projects.Hence, the BA must deliver value after every 2-4 weeks.
Indeed, the role of a business analyst varies depending on the typeof project. For instance, the BA must consider the scope ofpredictive, adaptive, and iterative projects. Periodic changes alsoneed to be made based on the customer’s preferences. In thisregard, clients offer feedback at different periods. Some customersrequire value at the end of a project while others demand theimplementation of rapid changes. Therefore, the business analyst mustbe flexible depending on the demands of a particular project.
Lock, D. (2013). Project management. Burlington, VT: Gower.
Schibi, O. & Lee, C. (2015). Effective PM and BA rolecollaboration: Delivering business value through projects andprograms successfully. Plantation, FL: J. Ross Publishing.