The business analyst plays a crucial role in defining, clarifying,
managing and initiating changes to project scope. Project scope
consists of the following dimensions:
- Logical Scope - What is to be analyzed? (e.g.
business functions, data subject areas, systems)
- Organizational Scope - Who will be involved? (e.g.
business units, business reps, analysis team)
- Deliverable Scope - What will be produced? (e.g.
future state functional and data models)
- Time Scope - When will the project begin and end?
- Financial Scope - How much money will the business analysis
effort cost?
Although the scope of a project is initially sketched out
in a business case or project scope statement by the project manager and
others, this initial scope definition is often inadequate.
The initial analysis done by the business analyst will help clarify scope.
In many cases, the business analyst will identify scope issues
that should be escalated to the project manager and project sponsor for
resolution.
This need to for scope clarification and refinement is normal
and should be expected on all projects.
Once the scope of the business analysis project is clarified, agreed to,
signed-off and communicated, it is important that any subsequent changes to
project scope are
managed using defined scope management procedures. Although changing
scope during a project can be a very positive thing, unapproved "scope creep" is always a bad
thing.
The business analyst must work closely with the project manager
regarding scope and both individuals need to be realistic, pragmatic and
cognizant of the underlying business goals and objectives.
Because the business analyst plays such a central role on the project, he or
she plays a important role in keep in keeping business representatives and
project team members focused on what is within
scope (and what is outside analysis scope).
