Last night I went along to the 'BA & UX' event organised by the UK chapters of IIBA and UXPA, with speakers as follows:
"BA and UX: Intrinsically Incompatible?"
Nick de Voil, Member Experience Director of IIBA UK
"UX vs BA: The Great Debate"
Ian Worley, Global Head of UX for Morgan Stanley
In a nutshell, the message from both talks was that there are similarities and differences between the BA and UX roles, but when it comes down to it everyone on the team should be working together and offering up skills to projects, rather than concentrating on job titles. You can read more about the presentations on Twitter, using hashtag #uxbaot.
Project managers normally add extra time to the estimates from developers as a contingency to come up with a project delivery date. This post looks at a different way of adding contingency - by having a subset of the desired features classified as definite deliverables, and another subset as possible deliverables.
As a project manager, Agile development methods such as Scrum are a great way of making sure that what you develop is relevant, and what the business stakeholders want/need. Typically, these stakeholders will see a basic version of the software very early on and can help guide the development to make sure the end product is as relevant as possible. This is the benefit of not fully specifying the solution up front - the ability to specify and develop iteratively based on what you learn as you go along.
However, without a full specification, it can be hard to make an accurate project plan. Developers will find it difficult to make accurate time estimates in advance on functionality that is not fully defined or even understood.
Ian Showell is Consultant Business Analyst and Project Manager for 2 Aardvarks Ltd working with a number of clients on travel industry system development and process improvement projects