In late 2014, the PMI-PBA certification became available. Even though it hasn't been around for three years, it is succeeding; there are currently certification holders in 82 different nations. Some people were shocked to learn that PMI was creating products in the business analysis sector, but PMI has always understood the critical role requirements play in attaining program and project objectives.
It should come as no surprise to anyone who has read "A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition" (PMI, 2017) because successful projects necessitate the efficient application of business analysis. It is entirely understandable why PMI would make such a significant investment to increase public understanding of the link between effective business analysis processes and organizational performance. Organizations with high business analysis maturity exhibit above-average performance across all important organizational success measures, according to PMI's report, "Business Analysis Leading Organizations to Better Outcomes," published in 2017.
- Financial performance (69% versus 45%),
- Strategy implementation (66% versus 21%),
- Organizational agility (40% versus 14%), and
- Management of individual projects (62% versus 29%).
So there should be no question on why PMI cares about business analysis and has set out to develop a top-notch professional credential to help organizations improve their capabilities to deliver on their strategic objectives.
Despite approaching its 3-year anniversary, there is still confusion about what the PMI-PBA is all about. As with many new products, there are early adopters and there are those that take a wait and see approach; certification is no different. For those who adopt later – there may be weeks or months spent researching, discussing, or listening to others share their experience and knowledge.
5 PMI-PBA Myths
Myth #1: The PMI-PBA is an Entry Level Credential
This is absolutely false! You can debunk this misinformation by taking a look at the eligibility requirements in the PMI-PBA Handbook downloadable from PMI’s website. To be eligible to take the exam, you must demonstrate either 7,500 or 4,500 hours of business analysis work experience and 2000 hours of business analysis experience working on projects. The 7,500 or 4,500-hour requirement is determined based upon your educational background. Further details are listed in the PMI-PBA Handbook. These hours were not randomly selected. An extensive role delineation study was performed by an external third party and the results indicated that these were the hours required in order to demonstrate competency in business analysis. The PBA exam is also structured to include scenario-based questions which rely heavily on experience not book knowledge to answer.
Myth #2: The Certification Confines Business Analysis to Projects and Programs.
Completely false! PMI research has shown that 83% of business analysis is performed on programs and projects in highly mature organizations, but this does not mean that PMI defined business analysis only to this context. You can debunk this misinformation by taking a look at PMI’s definition of the term portfolio which states it consists of “projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.” “The Standard for Portfolio Management Fourth Edition” (PMI, 2017) is more than managing projects; hence PMI’s business analysis standards do the same because business analysis is discussed in the context of how it is performed in support of portfolio, program, project management and operations. The “Business Analysis for Practitioners: A Practice Guide” (PMI, 2015) provides an entire chapter, Needs Assessment, that discusses pre-project business analysis activities. Later this year you can take hold of “The PMI Guide to Business Analysis” (PMI, 2017) which goes further than the practice guide in explaining how business analysis supports portfolio, programs, projects and operations. Keep in mind that how business analysis is defined is based on extensive research, not any one person’s idea of how it should be defined.
Myth #3: The PMI-PBA Was Developed by a Group of Project Managers.
No, sorry this is false too! PMI definitely used a team of experienced business analysis professionals from around the world and across industries to develop the PBA exam questions. PMI continues to do so too, because the test bank is refreshed on an ongoing basis. New exam writing initiatives ensure that the PMI-PBA exam questions remain relevant and reflect the latest thinking as presented in PMI’s standards and confirmed across the profession. Those assisting in writing new exam questions are just as experienced as the original development team. It should be mentioned that all PMI-PBA exam questions once written, are also reviewed by experienced business analysis professionals. Additionally, each exam question is required to be backed by at least two independent business analysis references.
Myth #4: The Certification is for Project Managers Or PM/BA Hybrids.
This statement is not completely false, because there are some PM/BA hybrids or project managers who qualify to sit for the PMI-PBA exam BUT not all project managers and not all PM/BA hybrids are eligible. In fact, not all business analysts are eligible! Product owners, business analysts, project, program, portfolio managers, requirement managers, IT analysts and numerous other titles may be included because it’s not the job title that matters. What does matter is the number hours of ‘business analysis’ experience you possess. You demonstrate your experience on the PMI-PBA application. Therefore, if you are doing any of the work discussed in PMI’s business analysis standards, you are performing business analysis and may qualify to sit for the exam. It’s worth checking out the eligibility requirements to see if you qualify – regardless of your job title!
Myth #5: PMI Has Defined Business Analysis as a Subservient Role to Project Management.
Oh gosh no! It’s time we debunk this PM/BA subservient concept, it’s been around a long time and it’s not how we operate at all if we want to be successful. PMI research shows that highly mature organizations encourage high levels of collaboration between their portfolio, program, project management, and business analysis professionals (“Business Analysis: Leading Organizations to Better Outcomes” [PMI, 2017]). We are all part of the same team and we will jeopardize our success if we fail to collaborate.
PMI has not defined business analysis as a subservient role. In fact, the “PMI Guide to Business Analysis” and “The Standard for Business Analysis” publishing this year will sit among some of PMI’s most prestigious standards” – the “PMBOK® Guide,” “The Standard for Portfolio Management” and “The Standard for Program Management.” Business analysis is no less important, but equally important for organizations and individuals to understand and embrace.
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