SlideShare a Scribd company logo
1 of 9
Download to read offline
Results of survey on the role of:
Portfolio Business Analyst

www.pi3.co.za | +27 21 7955 130 | spike@pi3.co.za
Why this survey?
 A number of organisations have appointed fulltime portfolio

analysts to support the business in developing the business case,
modelling benefits, and tracking benefits realisation
 The skills and competencies required for this role have not

been fully mapped, though a number of professional bodies
including:
IPMA (project management)
IIBA (business analysis)
ACMP (change management)
make reference to such skills and competencies in their
competency models.
Sources for survey design
The survey draws upon a ‘straw man’ view of Key Responsibility Areas
and competencies for the role derived from:
 LinkedIn discussion - this link is available to members of the

‘Benefits Management Group’ on LinkedIn
 IIBA – review of competencies for BAs
 P3O and MSP process descriptions
 PiCubed / CITI experience in working with clients with portfolio
offices… see www.pi3.co.za and www.citi.co.uk
Terms used
 The role name was stated as:

Portfolio business analyst
(It’s clear from discussion on LinkedIn that there are a number of
different names for this role…)
 The purpose of the role was stated as:

To elicit, model, and document the benefits, costs and risks in a format
which allows the evaluation of likely ROI, and to assist the planning and
follow-through of benefits realisation activities.
Who took part?
 20 respondents from South Africa, UK, Ireland, Canada

and Australia
 Named job titles of people who took part

(not a mandatory field – so not always completed. Useful in
showing who was interested in this topic)
•
•
•
•
•
•
•
•
•
•

Consultant
Project portfolio business analyst
Value engineering/analyst
Project manager
Executive: planning and direction
Continuous improvement specialist (senior)
Benefits facilitator / management consultant
Managing director
Business analyst
Benefits and business case consultant
Results: Previous role experience
Rank in order of importance what previous role experience you think
is valuable for the role of portfolio business analyst
Most important to least important
•
•
•
•
•
•

Business analyst
Financial analyst
Portfolio manager
Project manager
Change manager
PMO role

Other roles cited by respondents
• Core business role in a functional area or
specialty. SCM, EHS, operations, etc.
• Systems analyst, resource manager,
facilitator, report writer
• Risk analyst value engineer/analyst
• Risk manager
• Data modeller
• Sponsor
• Research and modelling-based function
• Data analyst, process engineer
• Strategic planner
Results: Qualifications
Rank in order of importance the qualifications you think are valuable
for the role of portfolio business analyst
Most important to least important

Other qualifications cited by respondents

• Programme Management and APMG
related qualifications
• Business Administration or MBA
• Formal financial qualification
• IT or BA related qualification
• Project management qualification

• Coaching
• Facilitation
• Business modelling
• Risk modelling
• FTI IIBA Business Analysis diploma
AND
• Qualifications not as relevant as
proven competence
Key Responsibility Areas
KRA1: Business Analysis /
Planning and elicitation:
1. Identifies, communicates and

KRA2: Benefits modelling

1. Models benefits, evaluating potential

KRA3: Benefits tracking &
communication
1. Ensures benefits plans are adequately

manages the benefits analysis

financial returns, cost avoidance

reflected in the business cases

approach to be used on the project

figures and strategic alignment

ensuring that current versions are

2. Identifies the key stakeholders and

2. Models benefits risks providing a view

their roles and creates and agrees the

of risks and likelihood of achieving

plan of engagement

claimed returns.

3. Conducts/facilitates benefits

3. Documents benefits in a variety of

maintained.
2. Provides input to project and
programme workshops - a source of
expertise on the benefits to be

(business requirements) gathering

approaches - selecting the appropriate

achieved by projects and change

events

approach given the audience and the

initiatives.

nature of the analysis
4. Tests models with a variety of
stakeholders to improve predictability
and credibility

3. Supports the identifications of KPIs to
be used for tracking benefits
4. Assess implementation strategies to
identify their impact upon the
realisation of benefits
5. Presents information on how project

Sequenced from highest rated KRA to lowest rated.
Boxed KRA rated the most important overall.

changes impact upon ROI
Competencies
Competency area 1:
Business / analytical

Competency area 2:
Interpersonal

1.Conceptual thinking: 'Joins the dots'
between business ideas. Takes
information from different areas and
integrates them into a holistic
perspective.

1.Communication: Able to present ideas
and write benefits cases taking into
account the needs of the audiences.
Uses clear unambiguous
communications style.

2.Strategic and industry knowledge:
Good appreciation of business strategy.
Able to relate intentions to overall
business strategy.

2.Influencing: Confident in approach able to take even the most doubting
stakeholder on the journey towards
understanding and chasing down ROI.

3.Business understanding: Strong
financial appreciation. Understands
financial modelling principles and able
to apply this understanding in a useful
and coherent way to the analysis of
benefits.

3.Facilitation & negotiation: Identifies
the need to broker agreement between
stakeholders. Seeks out approaches to
surfacing and resolving different
agendas.

4.Problem solving: Works
systematically to identify 'root causes' to
problems & critically questions
information.
5.Planning & organising: Plans out the
analysis work ensuring that
stakeholders know what is expected of
them and when.

Competency area 3: Personal
1.Integrity & trustworthiness: Is an
honest broker. Listens and captures
various perspectives without being seen
to take up any particular agenda.
2.Clarity of thinking / attention to
detail: Champions clarity in thinking.
Hunts down the 'facts & figures' - does
not put up with assumptions when real
information can be practically found.
3.Determination/ drive for results: Is
not easily diverted even when
stakeholders are unhelpful. Will seek
out other sources of information or find
different approaches to getting
information.

4.Working effectively with others:
Clearly identifies need for further
information and guides information
providing groups on how best they can
contribute.

Sequenced from highest rated competency to lowest rated.
Boxed competency was rated the most important overall

More Related Content

What's hot

Automotive IT Strategy: IT Sourcing
Automotive IT Strategy: IT SourcingAutomotive IT Strategy: IT Sourcing
Automotive IT Strategy: IT SourcingDeloitte Deutschland
 
Portfolio Mgt Presentation
Portfolio Mgt PresentationPortfolio Mgt Presentation
Portfolio Mgt PresentationCarolyn Reid
 
Lufthansa Reference Architecture for the OpenGroup
Lufthansa Reference Architecture for the OpenGroupLufthansa Reference Architecture for the OpenGroup
Lufthansa Reference Architecture for the OpenGroupCapgemini
 
Role of BA over project lifecycle
Role of BA over project lifecycleRole of BA over project lifecycle
Role of BA over project lifecycleSudeep Mathur
 
Pmp sample questions
Pmp sample questionsPmp sample questions
Pmp sample questionsnewway85
 
Symposium 2015 : Business Relationship Management as as a Role, a Discipline,...
Symposium 2015 : Business Relationship Management as as a Role, a Discipline,...Symposium 2015 : Business Relationship Management as as a Role, a Discipline,...
Symposium 2015 : Business Relationship Management as as a Role, a Discipline,...PMI-Montréal
 
Key role of business analysis in project success
Key role of business analysis in project successKey role of business analysis in project success
Key role of business analysis in project successAbid Khan
 
A tailored enterprise architecture maturity model
A tailored enterprise architecture maturity modelA tailored enterprise architecture maturity model
A tailored enterprise architecture maturity modelPaul Sullivan
 
From Balanced Scorecard to Project Portfolio Management
From Balanced Scorecard to Project Portfolio ManagementFrom Balanced Scorecard to Project Portfolio Management
From Balanced Scorecard to Project Portfolio ManagementRoberto Toledo
 
Project Management Plan Template
Project Management Plan TemplateProject Management Plan Template
Project Management Plan TemplateSimplilearn
 
IT Services Delivery - Program Management Office (PMO)
IT Services Delivery - Program Management Office (PMO)IT Services Delivery - Program Management Office (PMO)
IT Services Delivery - Program Management Office (PMO)VSR *
 
Insurance Innovation Award-AXA Insurance Pte
Insurance Innovation Award-AXA Insurance PteInsurance Innovation Award-AXA Insurance Pte
Insurance Innovation Award-AXA Insurance PteThe Digital Insurer
 
IT Governance – The missing compass in a technology changing world
 IT Governance – The missing compass in a technology changing world IT Governance – The missing compass in a technology changing world
IT Governance – The missing compass in a technology changing worldPECB
 
Managed IT Services: Overview, Importance, Business Benefits
Managed IT Services: Overview, Importance, Business BenefitsManaged IT Services: Overview, Importance, Business Benefits
Managed IT Services: Overview, Importance, Business BenefitsVeritis Group, Inc
 
Project Governance Framework Powerpoint Presentation Slides
Project Governance Framework Powerpoint Presentation SlidesProject Governance Framework Powerpoint Presentation Slides
Project Governance Framework Powerpoint Presentation SlidesSlideTeam
 
The Digital Insurer Award - FWD (data AI)
The Digital Insurer Award - FWD (data AI)The Digital Insurer Award - FWD (data AI)
The Digital Insurer Award - FWD (data AI)The Digital Insurer
 

What's hot (20)

Automotive IT Strategy: IT Sourcing
Automotive IT Strategy: IT SourcingAutomotive IT Strategy: IT Sourcing
Automotive IT Strategy: IT Sourcing
 
Portfolio Mgt Presentation
Portfolio Mgt PresentationPortfolio Mgt Presentation
Portfolio Mgt Presentation
 
Spm lecture-2
Spm lecture-2Spm lecture-2
Spm lecture-2
 
Lufthansa Reference Architecture for the OpenGroup
Lufthansa Reference Architecture for the OpenGroupLufthansa Reference Architecture for the OpenGroup
Lufthansa Reference Architecture for the OpenGroup
 
Proposal Management Process
Proposal  Management  ProcessProposal  Management  Process
Proposal Management Process
 
Role of BA over project lifecycle
Role of BA over project lifecycleRole of BA over project lifecycle
Role of BA over project lifecycle
 
Pmp sample questions
Pmp sample questionsPmp sample questions
Pmp sample questions
 
Symposium 2015 : Business Relationship Management as as a Role, a Discipline,...
Symposium 2015 : Business Relationship Management as as a Role, a Discipline,...Symposium 2015 : Business Relationship Management as as a Role, a Discipline,...
Symposium 2015 : Business Relationship Management as as a Role, a Discipline,...
 
Key role of business analysis in project success
Key role of business analysis in project successKey role of business analysis in project success
Key role of business analysis in project success
 
PMP Exam Sample Questions
PMP Exam Sample QuestionsPMP Exam Sample Questions
PMP Exam Sample Questions
 
A tailored enterprise architecture maturity model
A tailored enterprise architecture maturity modelA tailored enterprise architecture maturity model
A tailored enterprise architecture maturity model
 
From Balanced Scorecard to Project Portfolio Management
From Balanced Scorecard to Project Portfolio ManagementFrom Balanced Scorecard to Project Portfolio Management
From Balanced Scorecard to Project Portfolio Management
 
Project Management Plan Template
Project Management Plan TemplateProject Management Plan Template
Project Management Plan Template
 
IT Services Delivery - Program Management Office (PMO)
IT Services Delivery - Program Management Office (PMO)IT Services Delivery - Program Management Office (PMO)
IT Services Delivery - Program Management Office (PMO)
 
EA foundations - 01 (views & viewpoints)
EA foundations - 01 (views & viewpoints)EA foundations - 01 (views & viewpoints)
EA foundations - 01 (views & viewpoints)
 
Insurance Innovation Award-AXA Insurance Pte
Insurance Innovation Award-AXA Insurance PteInsurance Innovation Award-AXA Insurance Pte
Insurance Innovation Award-AXA Insurance Pte
 
IT Governance – The missing compass in a technology changing world
 IT Governance – The missing compass in a technology changing world IT Governance – The missing compass in a technology changing world
IT Governance – The missing compass in a technology changing world
 
Managed IT Services: Overview, Importance, Business Benefits
Managed IT Services: Overview, Importance, Business BenefitsManaged IT Services: Overview, Importance, Business Benefits
Managed IT Services: Overview, Importance, Business Benefits
 
Project Governance Framework Powerpoint Presentation Slides
Project Governance Framework Powerpoint Presentation SlidesProject Governance Framework Powerpoint Presentation Slides
Project Governance Framework Powerpoint Presentation Slides
 
The Digital Insurer Award - FWD (data AI)
The Digital Insurer Award - FWD (data AI)The Digital Insurer Award - FWD (data AI)
The Digital Insurer Award - FWD (data AI)
 

Viewers also liked

How to create a career portfolio
How to create a career portfolioHow to create a career portfolio
How to create a career portfolioCarmen Fischer
 
Lifeworks "The Competency Analyst" brochure
Lifeworks "The Competency Analyst" brochureLifeworks "The Competency Analyst" brochure
Lifeworks "The Competency Analyst" brochureKaiser Masood
 
The Idiot's Guide to Competency Mapping
The Idiot's Guide to Competency MappingThe Idiot's Guide to Competency Mapping
The Idiot's Guide to Competency MappingYour HR Buddy®
 
Hofers Method Of Business Portfolio Analysis[1].Ppt2003
Hofers Method Of Business Portfolio Analysis[1].Ppt2003Hofers Method Of Business Portfolio Analysis[1].Ppt2003
Hofers Method Of Business Portfolio Analysis[1].Ppt2003k16
 
Competency mapping ppt
Competency mapping pptCompetency mapping ppt
Competency mapping pptVrunda Gandhi
 
Introduction portfolio management
Introduction portfolio managementIntroduction portfolio management
Introduction portfolio managementNoorulhadi Qureshi
 
Project Portfolio Management
Project Portfolio ManagementProject Portfolio Management
Project Portfolio ManagementAnand Subramaniam
 

Viewers also liked (15)

How to create a career portfolio
How to create a career portfolioHow to create a career portfolio
How to create a career portfolio
 
Lifeworks "The Competency Analyst" brochure
Lifeworks "The Competency Analyst" brochureLifeworks "The Competency Analyst" brochure
Lifeworks "The Competency Analyst" brochure
 
The Idiot's Guide to Competency Mapping
The Idiot's Guide to Competency MappingThe Idiot's Guide to Competency Mapping
The Idiot's Guide to Competency Mapping
 
Group 3 ..statergy
Group 3 ..statergyGroup 3 ..statergy
Group 3 ..statergy
 
Business portfolio matrix
Business portfolio  matrixBusiness portfolio  matrix
Business portfolio matrix
 
Business Portfolio Analysis
Business Portfolio AnalysisBusiness Portfolio Analysis
Business Portfolio Analysis
 
Competency model
Competency modelCompetency model
Competency model
 
Hofers Method Of Business Portfolio Analysis[1].Ppt2003
Hofers Method Of Business Portfolio Analysis[1].Ppt2003Hofers Method Of Business Portfolio Analysis[1].Ppt2003
Hofers Method Of Business Portfolio Analysis[1].Ppt2003
 
Guide to Project Portfolio Management
Guide to Project Portfolio ManagementGuide to Project Portfolio Management
Guide to Project Portfolio Management
 
Competency mapping ppt
Competency mapping pptCompetency mapping ppt
Competency mapping ppt
 
Competency model
Competency modelCompetency model
Competency model
 
Introduction portfolio management
Introduction portfolio managementIntroduction portfolio management
Introduction portfolio management
 
Project Portfolio Management
Project Portfolio ManagementProject Portfolio Management
Project Portfolio Management
 
What is Portfolio Management
What is Portfolio ManagementWhat is Portfolio Management
What is Portfolio Management
 
Strategic Brand Management
Strategic Brand ManagementStrategic Brand Management
Strategic Brand Management
 

Similar to What does a Portfolio Business Analyst look like?

STRATEGIC MANAGEMENT Unit no.1 to Unit No. 5.pptx
STRATEGIC MANAGEMENT Unit no.1 to Unit No. 5.pptxSTRATEGIC MANAGEMENT Unit no.1 to Unit No. 5.pptx
STRATEGIC MANAGEMENT Unit no.1 to Unit No. 5.pptxSagarTalekar11
 
Mobile Marketing Business Case
Mobile Marketing Business CaseMobile Marketing Business Case
Mobile Marketing Business CaseDemand Metric
 
itSMF 2020 - Business Analyzis
itSMF 2020 - Business AnalyzisitSMF 2020 - Business Analyzis
itSMF 2020 - Business AnalyzisitSMF Belgium
 
Taniadas_Resume
Taniadas_ResumeTaniadas_Resume
Taniadas_ResumeTania Das
 
MIT Webinar on Strategy Apr 2017 v2 ext
MIT Webinar on Strategy Apr 2017 v2 extMIT Webinar on Strategy Apr 2017 v2 ext
MIT Webinar on Strategy Apr 2017 v2 extAravind Ratnam
 
Career Session XLRI BM
Career Session XLRI BMCareer Session XLRI BM
Career Session XLRI BMSupportGCI
 
Current 2016 ePortfolio
Current 2016 ePortfolioCurrent 2016 ePortfolio
Current 2016 ePortfolioRichard Cox
 
Six Sigma Green Belt Training Part 4
Six Sigma Green Belt Training Part 4Six Sigma Green Belt Training Part 4
Six Sigma Green Belt Training Part 4Skillogic Solutions
 
Business analyst eyeball to eyeball
Business analyst eyeball to eyeballBusiness analyst eyeball to eyeball
Business analyst eyeball to eyeballPMILebanonChapter
 
Business Analyst Training in Pune
Business Analyst Training in PuneBusiness Analyst Training in Pune
Business Analyst Training in PuneCOEPD HR
 
What is business analysis - Slideshare
What is business analysis  - SlideshareWhat is business analysis  - Slideshare
What is business analysis - SlideshareInvensis Learning
 
Whitepaper - Effective Business Analysis
Whitepaper - Effective Business AnalysisWhitepaper - Effective Business Analysis
Whitepaper - Effective Business AnalysisPeter Bricknell
 

Similar to What does a Portfolio Business Analyst look like? (20)

masVenta Business Analysis Skills
masVenta Business Analysis SkillsmasVenta Business Analysis Skills
masVenta Business Analysis Skills
 
STRATEGIC MANAGEMENT Unit no.1 to Unit No. 5.pptx
STRATEGIC MANAGEMENT Unit no.1 to Unit No. 5.pptxSTRATEGIC MANAGEMENT Unit no.1 to Unit No. 5.pptx
STRATEGIC MANAGEMENT Unit no.1 to Unit No. 5.pptx
 
BA
BABA
BA
 
Mobile Marketing Business Case
Mobile Marketing Business CaseMobile Marketing Business Case
Mobile Marketing Business Case
 
itSMF 2020 - Business Analyzis
itSMF 2020 - Business AnalyzisitSMF 2020 - Business Analyzis
itSMF 2020 - Business Analyzis
 
Quolutions: Corporate Presentation
Quolutions: Corporate Presentation Quolutions: Corporate Presentation
Quolutions: Corporate Presentation
 
Business Analysis- An Overview
Business Analysis- An OverviewBusiness Analysis- An Overview
Business Analysis- An Overview
 
Satish_Resume
Satish_ResumeSatish_Resume
Satish_Resume
 
Taniadas_Resume
Taniadas_ResumeTaniadas_Resume
Taniadas_Resume
 
MIT Webinar on Strategy Apr 2017 v2 ext
MIT Webinar on Strategy Apr 2017 v2 extMIT Webinar on Strategy Apr 2017 v2 ext
MIT Webinar on Strategy Apr 2017 v2 ext
 
Career Session XLRI BM
Career Session XLRI BMCareer Session XLRI BM
Career Session XLRI BM
 
Management consultancy primer
Management consultancy primerManagement consultancy primer
Management consultancy primer
 
Current 2016 ePortfolio
Current 2016 ePortfolioCurrent 2016 ePortfolio
Current 2016 ePortfolio
 
Six Sigma Green Belt Training Part 4
Six Sigma Green Belt Training Part 4Six Sigma Green Belt Training Part 4
Six Sigma Green Belt Training Part 4
 
Resume_Sunil
Resume_SunilResume_Sunil
Resume_Sunil
 
Business analyst eyeball to eyeball
Business analyst eyeball to eyeballBusiness analyst eyeball to eyeball
Business analyst eyeball to eyeball
 
IT Project and Digital Media Marketing Consulting
IT Project and Digital Media Marketing ConsultingIT Project and Digital Media Marketing Consulting
IT Project and Digital Media Marketing Consulting
 
Business Analyst Training in Pune
Business Analyst Training in PuneBusiness Analyst Training in Pune
Business Analyst Training in Pune
 
What is business analysis - Slideshare
What is business analysis  - SlideshareWhat is business analysis  - Slideshare
What is business analysis - Slideshare
 
Whitepaper - Effective Business Analysis
Whitepaper - Effective Business AnalysisWhitepaper - Effective Business Analysis
Whitepaper - Effective Business Analysis
 

More from Louise Worsley

Lessons from the best PMOs in the world
Lessons from the best PMOs in the worldLessons from the best PMOs in the world
Lessons from the best PMOs in the worldLouise Worsley
 
Great project managers have great networks
Great project managers have great networksGreat project managers have great networks
Great project managers have great networksLouise Worsley
 
Changing the way project managers learn
Changing the way project managers learnChanging the way project managers learn
Changing the way project managers learnLouise Worsley
 
Networking and stakeholder engagement
Networking and stakeholder engagementNetworking and stakeholder engagement
Networking and stakeholder engagementLouise Worsley
 
Social networks and social learning analytics
Social networks and social learning analyticsSocial networks and social learning analytics
Social networks and social learning analyticsLouise Worsley
 
Involving the PMO in Stakeholder Engagement
Involving the PMO in Stakeholder Engagement Involving the PMO in Stakeholder Engagement
Involving the PMO in Stakeholder Engagement Louise Worsley
 
The PMO & project stakeholder management
The PMO & project stakeholder managementThe PMO & project stakeholder management
The PMO & project stakeholder managementLouise Worsley
 
Stakeholder-led projects: Durban PMSA Conference 2016
Stakeholder-led projects:  Durban PMSA Conference 2016Stakeholder-led projects:  Durban PMSA Conference 2016
Stakeholder-led projects: Durban PMSA Conference 2016Louise Worsley
 
Tsiba BCM research guidance: Using media in your research
Tsiba BCM research guidance: Using media in your researchTsiba BCM research guidance: Using media in your research
Tsiba BCM research guidance: Using media in your researchLouise Worsley
 
Tsiba BCM: Research guidance - using Google Scholar
Tsiba BCM: Research guidance - using Google ScholarTsiba BCM: Research guidance - using Google Scholar
Tsiba BCM: Research guidance - using Google ScholarLouise Worsley
 
The LinkedIn Effect: A new way of learning? OU Conference presentation
The LinkedIn Effect: A new way of learning?  OU Conference presentationThe LinkedIn Effect: A new way of learning?  OU Conference presentation
The LinkedIn Effect: A new way of learning? OU Conference presentationLouise Worsley
 
The ‘LinkedIn effect¹’: A new way of learning
The ‘LinkedIn effect¹’: A new way of learning The ‘LinkedIn effect¹’: A new way of learning
The ‘LinkedIn effect¹’: A new way of learning Louise Worsley
 
The 'LinkedIn effect': A new way of learning? Part 2
The 'LinkedIn effect': A new way of learning? Part 2The 'LinkedIn effect': A new way of learning? Part 2
The 'LinkedIn effect': A new way of learning? Part 2Louise Worsley
 
Is learning happening (and how) in virtual communities of practice?
Is learning happening (and how) in virtual communities of practice?Is learning happening (and how) in virtual communities of practice?
Is learning happening (and how) in virtual communities of practice?Louise Worsley
 
Promoting knowledge sharing in projects
Promoting knowledge sharing in projectsPromoting knowledge sharing in projects
Promoting knowledge sharing in projectsLouise Worsley
 
Portfolios and programmes: How are they different and does it matter?
Portfolios and programmes: How are they different and does it matter?Portfolios and programmes: How are they different and does it matter?
Portfolios and programmes: How are they different and does it matter?Louise Worsley
 
Pi3.apm qualifications
Pi3.apm qualificationsPi3.apm qualifications
Pi3.apm qualificationsLouise Worsley
 

More from Louise Worsley (17)

Lessons from the best PMOs in the world
Lessons from the best PMOs in the worldLessons from the best PMOs in the world
Lessons from the best PMOs in the world
 
Great project managers have great networks
Great project managers have great networksGreat project managers have great networks
Great project managers have great networks
 
Changing the way project managers learn
Changing the way project managers learnChanging the way project managers learn
Changing the way project managers learn
 
Networking and stakeholder engagement
Networking and stakeholder engagementNetworking and stakeholder engagement
Networking and stakeholder engagement
 
Social networks and social learning analytics
Social networks and social learning analyticsSocial networks and social learning analytics
Social networks and social learning analytics
 
Involving the PMO in Stakeholder Engagement
Involving the PMO in Stakeholder Engagement Involving the PMO in Stakeholder Engagement
Involving the PMO in Stakeholder Engagement
 
The PMO & project stakeholder management
The PMO & project stakeholder managementThe PMO & project stakeholder management
The PMO & project stakeholder management
 
Stakeholder-led projects: Durban PMSA Conference 2016
Stakeholder-led projects:  Durban PMSA Conference 2016Stakeholder-led projects:  Durban PMSA Conference 2016
Stakeholder-led projects: Durban PMSA Conference 2016
 
Tsiba BCM research guidance: Using media in your research
Tsiba BCM research guidance: Using media in your researchTsiba BCM research guidance: Using media in your research
Tsiba BCM research guidance: Using media in your research
 
Tsiba BCM: Research guidance - using Google Scholar
Tsiba BCM: Research guidance - using Google ScholarTsiba BCM: Research guidance - using Google Scholar
Tsiba BCM: Research guidance - using Google Scholar
 
The LinkedIn Effect: A new way of learning? OU Conference presentation
The LinkedIn Effect: A new way of learning?  OU Conference presentationThe LinkedIn Effect: A new way of learning?  OU Conference presentation
The LinkedIn Effect: A new way of learning? OU Conference presentation
 
The ‘LinkedIn effect¹’: A new way of learning
The ‘LinkedIn effect¹’: A new way of learning The ‘LinkedIn effect¹’: A new way of learning
The ‘LinkedIn effect¹’: A new way of learning
 
The 'LinkedIn effect': A new way of learning? Part 2
The 'LinkedIn effect': A new way of learning? Part 2The 'LinkedIn effect': A new way of learning? Part 2
The 'LinkedIn effect': A new way of learning? Part 2
 
Is learning happening (and how) in virtual communities of practice?
Is learning happening (and how) in virtual communities of practice?Is learning happening (and how) in virtual communities of practice?
Is learning happening (and how) in virtual communities of practice?
 
Promoting knowledge sharing in projects
Promoting knowledge sharing in projectsPromoting knowledge sharing in projects
Promoting knowledge sharing in projects
 
Portfolios and programmes: How are they different and does it matter?
Portfolios and programmes: How are they different and does it matter?Portfolios and programmes: How are they different and does it matter?
Portfolios and programmes: How are they different and does it matter?
 
Pi3.apm qualifications
Pi3.apm qualificationsPi3.apm qualifications
Pi3.apm qualifications
 

Recently uploaded

The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 

Recently uploaded (20)

The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 

What does a Portfolio Business Analyst look like?

  • 1. Results of survey on the role of: Portfolio Business Analyst www.pi3.co.za | +27 21 7955 130 | spike@pi3.co.za
  • 2. Why this survey?  A number of organisations have appointed fulltime portfolio analysts to support the business in developing the business case, modelling benefits, and tracking benefits realisation  The skills and competencies required for this role have not been fully mapped, though a number of professional bodies including: IPMA (project management) IIBA (business analysis) ACMP (change management) make reference to such skills and competencies in their competency models.
  • 3. Sources for survey design The survey draws upon a ‘straw man’ view of Key Responsibility Areas and competencies for the role derived from:  LinkedIn discussion - this link is available to members of the ‘Benefits Management Group’ on LinkedIn  IIBA – review of competencies for BAs  P3O and MSP process descriptions  PiCubed / CITI experience in working with clients with portfolio offices… see www.pi3.co.za and www.citi.co.uk
  • 4. Terms used  The role name was stated as: Portfolio business analyst (It’s clear from discussion on LinkedIn that there are a number of different names for this role…)  The purpose of the role was stated as: To elicit, model, and document the benefits, costs and risks in a format which allows the evaluation of likely ROI, and to assist the planning and follow-through of benefits realisation activities.
  • 5. Who took part?  20 respondents from South Africa, UK, Ireland, Canada and Australia  Named job titles of people who took part (not a mandatory field – so not always completed. Useful in showing who was interested in this topic) • • • • • • • • • • Consultant Project portfolio business analyst Value engineering/analyst Project manager Executive: planning and direction Continuous improvement specialist (senior) Benefits facilitator / management consultant Managing director Business analyst Benefits and business case consultant
  • 6. Results: Previous role experience Rank in order of importance what previous role experience you think is valuable for the role of portfolio business analyst Most important to least important • • • • • • Business analyst Financial analyst Portfolio manager Project manager Change manager PMO role Other roles cited by respondents • Core business role in a functional area or specialty. SCM, EHS, operations, etc. • Systems analyst, resource manager, facilitator, report writer • Risk analyst value engineer/analyst • Risk manager • Data modeller • Sponsor • Research and modelling-based function • Data analyst, process engineer • Strategic planner
  • 7. Results: Qualifications Rank in order of importance the qualifications you think are valuable for the role of portfolio business analyst Most important to least important Other qualifications cited by respondents • Programme Management and APMG related qualifications • Business Administration or MBA • Formal financial qualification • IT or BA related qualification • Project management qualification • Coaching • Facilitation • Business modelling • Risk modelling • FTI IIBA Business Analysis diploma AND • Qualifications not as relevant as proven competence
  • 8. Key Responsibility Areas KRA1: Business Analysis / Planning and elicitation: 1. Identifies, communicates and KRA2: Benefits modelling 1. Models benefits, evaluating potential KRA3: Benefits tracking & communication 1. Ensures benefits plans are adequately manages the benefits analysis financial returns, cost avoidance reflected in the business cases approach to be used on the project figures and strategic alignment ensuring that current versions are 2. Identifies the key stakeholders and 2. Models benefits risks providing a view their roles and creates and agrees the of risks and likelihood of achieving plan of engagement claimed returns. 3. Conducts/facilitates benefits 3. Documents benefits in a variety of maintained. 2. Provides input to project and programme workshops - a source of expertise on the benefits to be (business requirements) gathering approaches - selecting the appropriate achieved by projects and change events approach given the audience and the initiatives. nature of the analysis 4. Tests models with a variety of stakeholders to improve predictability and credibility 3. Supports the identifications of KPIs to be used for tracking benefits 4. Assess implementation strategies to identify their impact upon the realisation of benefits 5. Presents information on how project Sequenced from highest rated KRA to lowest rated. Boxed KRA rated the most important overall. changes impact upon ROI
  • 9. Competencies Competency area 1: Business / analytical Competency area 2: Interpersonal 1.Conceptual thinking: 'Joins the dots' between business ideas. Takes information from different areas and integrates them into a holistic perspective. 1.Communication: Able to present ideas and write benefits cases taking into account the needs of the audiences. Uses clear unambiguous communications style. 2.Strategic and industry knowledge: Good appreciation of business strategy. Able to relate intentions to overall business strategy. 2.Influencing: Confident in approach able to take even the most doubting stakeholder on the journey towards understanding and chasing down ROI. 3.Business understanding: Strong financial appreciation. Understands financial modelling principles and able to apply this understanding in a useful and coherent way to the analysis of benefits. 3.Facilitation & negotiation: Identifies the need to broker agreement between stakeholders. Seeks out approaches to surfacing and resolving different agendas. 4.Problem solving: Works systematically to identify 'root causes' to problems & critically questions information. 5.Planning & organising: Plans out the analysis work ensuring that stakeholders know what is expected of them and when. Competency area 3: Personal 1.Integrity & trustworthiness: Is an honest broker. Listens and captures various perspectives without being seen to take up any particular agenda. 2.Clarity of thinking / attention to detail: Champions clarity in thinking. Hunts down the 'facts & figures' - does not put up with assumptions when real information can be practically found. 3.Determination/ drive for results: Is not easily diverted even when stakeholders are unhelpful. Will seek out other sources of information or find different approaches to getting information. 4.Working effectively with others: Clearly identifies need for further information and guides information providing groups on how best they can contribute. Sequenced from highest rated competency to lowest rated. Boxed competency was rated the most important overall