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The Better Business Analysis 
Institute. 

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Presence the Better Business 
Analysis podcast. 

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With Benjamin Walsh. 
Hello. 

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Everybody and welcome back to 
the Better Business Analysis 

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podcast with Benjamin. 
Walsh, your host and today. 

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We are continuing on our BA. 
Byte series. 

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And we're diving straight into 
hen ways to spot and solve. 

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Project red flags. 
That's right, we're all, we've 

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all been on projects either. 
Successful or unsuccessful? 

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Projects that have had red 
flags. 

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Along the way, and so I'm going 
to give you 10 red flags that 

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you can watch out for and I'm 
going to talk. 

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About specifically what you. 
Can do as. 

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ABA. 
So if you're not ABA listening, 

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you can probably. 
Still do. 

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Some of these actions. 
Everyone on the project should 

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always recognize red flags. 
And I'm going to give you 10 of 

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them. 
Today. 

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So #1 is missed deadlines and 
milestones. 

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The BA focus. 
Here is to. 

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Analyze the root cause of 
delays. 

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Are they due? 
To unrealistic planning. 

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Lack of resources. 
Or kind of unanticipated 

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challenges along the way. 
So you will know if you missed a

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deadline because you should have
your. 

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Milestones already defined and 
if you don't then your root 

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cause might be you need to 
define your milestones now in 

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this case. 
The BA should. 

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Present the data on the missed 
deadlines and highlight the 

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impact. 
On the project's critical path, 

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so they. 
Are the most important 

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milestones along the way if 
nothing else mattered. 

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They can propose a reevaluation 
of. 

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Time frames or. 
Suggest revisiting resource. 

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Allocation and it should. 
Be escalated as a risk. 

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Up. 
To the stakeholders of the 

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project. 
So this. 

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Conversation would be with the 
PM initially. 

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Why should? 
You raise this. 

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Delays just compound. 
OK. 

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It leads to more significant. 
Problems and project risks down 

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the. 
Down the line and early 

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intervention allows the team to 
re. 

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Collaborate or reset? 
We say sometimes before it's too

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late, so if you missed the first
deadline. 

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Raise it straight away, OK? 
It's not like. 

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You need to raise it. 
Straight away, as ABA, we must 

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look. 
We said we were going to do it. 

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Here, we're not doing it. 
Here this is. 

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What I suggest. 
Project Manager, let's raise it 

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into the risk. 
Register is a critical risk. 

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Number. 2 is budget overruns OK,
so. 

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When the BA themselves can 
assess. 

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Whether or not due to scope. 
Changes or inefficient? 

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Use of resources or maybe? 
Just inaccurate budgeting in the

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initial planning phase of 
whether or. 

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Not it's likely that you're 
going. 

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To go. 
Over budget. 

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And so you might not have access
to the finances, but for 

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example. 
If you knew. 

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That you were buying like a. 
New server. 

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Or you're estimating some cost 
to. 

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Go out to. 
A vendor and that came. 

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Back and. 
Everyone was. 

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Surprised about that? 
Then you would know that you've 

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gone over budget and so there's 
usually about a 20 to 30%. 

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Contingency on projects. 
But that's locked in at the 

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start, so if there's suddenly a 
big expense you didn't plan for.

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That's. 
Going to come from somewhere. 

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Time, costs and quality. 
One of those is going to move. 

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In this case, the BA can 
conduct. 

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Like a various. 
Kind of a variance analysis just

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working out. 
What the actual cost versus? 

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The estimate and you could ask 
the project. 

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Manager, if you can see those 
costs. 

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And you? 
Can look at. 

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Areas of. 
Overspending and recommend 

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adjustment adjustments. 
So you can. 

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I mean #1 is just. 
Cut out low priority tasks or 

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find. 
Cheaper alternatives, but if 

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you. 
Go over. 

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Budget, then you threaten the 
financial. 

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House Health. 
Of the project which is 1. 

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Of the pillars. 
Cost. 

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And. 
If you don't take corrective. 

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Action, then that money is going
to come from somewhere. 

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So usually labor, it will come 
off the labor, which means 

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you've got to just do less. 
Stuff. 

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So it's really important. 
To monitor that and of course. 

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The other side of that around 
quality or we. 

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Use the word. 
Scope and projects is scope 

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creep OK? 
Track all scope changes. 

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And validate whether or not they
align with the business needs 

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and are formally approved. 
Look, it doesn't matter who 

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you're working with, make sure 
you've got some formality in 

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terms of if something is signed 
off, make sure that. 

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You do. 
Have a line, even an agile. 

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That you've kind of. 
Locked in the. 

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Scope OK. 
Agile is about refining features

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and how you're going to do 
things and and kind of running 

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at speed. 
But ultimately, the vision 

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should still remain the same, 
and if scope changes from that 

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vision, it's going to impact 
you. 

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Regardless of your waterfall, 
agile or whatever other full. 

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That you are using. 
The BA should. 

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Document each. 
Scope change, right? 

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And you could do that in terms 
of requirement changes and then 

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get a response to that and that 
could. 

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Be an increase. 
Or impact anyway on time, 

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budget. 
Resources. 

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And that needs to be very clear 
and again, escalated. 

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Uncontrolled scope Scope creep. 
Excuse me? 

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Can derail a project OK? 
This isn't about. 

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Refining a requirement. 
This is about having a new 

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requirement. 
The BA raising. 

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That is to protect the integrity
of the original project. 

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Goals. 
And also that you're meeting the

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user journey that the BA 
envisioned upfront. 

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OK, you do not want to set 
unrealistic expectations. 

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And the reality? 
Is people do think of things 

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along the way, so you need to 
make sure that that is managed 

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effectively. 
The other one which is. 

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Really important, which is more 
around EQ. 

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Which we talked about last week 
is low team. 

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Morale. 
The BA is a cross functional. 

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Role and they can. 
Observe and see. 

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Signs of burnout, usually. 
Colds. 

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Is a big sign people get sick if
it's more than a couple of 

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people and it's not just a cold 
and people getting sick and 

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again, disengagement, 
frustrated. 

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Registration. 
People acting out of. 

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Character they're usually. 
Doing that because they're. 

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Overworked. 
OK, they. 

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Have lack of. 
Clarity or poor leadership? 

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The BA. 
Can informally. 

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Gather that feedback. 
From the team understand their 

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concerns. 
Advocate for them right around 

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workload. 
Distribution and you should. 

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Talk to your. 
Program project manager. 

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About that low? 
Team morale. 

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A fixed productivity. 
And the quality of deliverables 

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and ultimately mental health. 
And it's just not good enough. 

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No one should quote UN quote. 
You know, get so upset about 

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these. 
Deliverables when you're on a 

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project. 
The BA. 

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Raises raising it. 
Ensures that the team. 

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Dynamics are addressed. 
And without the team dynamics 

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working the engine. 
Working. 

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Appropriately and not sputtering
or or having engine. 

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Failure you're. 
Just not going to be able to 

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deliver anyway #5 is poor 
communication. 

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We talk about communication 
again and. 

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I'm happy every time I do it 
because it's a reminder monitor.

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Communication channels and 
identify whether key information

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is getting lost or delayed 
leading to misalignment. 

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I had that this week. 
The BA can. 

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Recommend structured 
communication. 

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Methods like a one page. 
Decision doc, right? 

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Or a racy, but you're actually a
practical racy where you're 

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actually allocating. 
Communicating to. 

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Everyone that wants to know. 
Status updates clear. 

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Reporting lines, effective 
documentation. 

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They're also important. 
Poor communication can lead to 

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misunderstandings and costly 
mistakes. 

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The BA. 
Raising, raising it is a. 

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Really good person. 
To raise it. 

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They promote clarity. 
They ensure that. 

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Information flows properly 
between all. 

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Parties and actually you can, 
even if it's not your. 

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Area of the project. 
You can actually help here by 

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putting up a. 
Structured process in place. 

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For communication. 
This is terrible. 

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Communication. 
Means a whole lot of things. 

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It's not just it's like an 
onion, right? 

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You UN peel it and one of them 
could be just slow getting 

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decisions. 
One could be project manager not

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knowing how to deal with the. 
Difficult stakeholders, so they 

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wait a week. 
And all of that have impacts in 

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terms of time and effort and 
cost and quality #6 is. 

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Around increased defects. 
So the amount. 

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Of bugs. 
Really. 

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Or test. 
Cases that fail or quality 

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issues. 
So BAS. 

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Can identify patterns and 
quality issues and that could. 

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Be from the fact that you. 
As ABA haven't. 

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Done a really good job. 
Of or enough of a job in terms 

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of requirements solicitation. 
It could be around the. 

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Development the development 
slack and that could be again 

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gap between BA and developer. 
Or it could be a gap. 

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Between developer and. 
Tester. 

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Or it could be a testing gap the
BA can review. 

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The kind. 
Of defect backlog or the test? 

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Backup log and you know with the
bugs in it and participate in 

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triaging those and getting 
making sure that the QA team, 

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the the testing team and the 
development team are focusing on

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the root. 
Cause there. 

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It could be something that's 
technical. 

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Debt related. 
You're building on a problem 

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that already existed, but 
obviously building on top. 

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Of that, it would be really 
important to kind of. 

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Raise that that. 
These frequent defects. 

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Indicate a deeper issue in the 
development process. 

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Or there's something around your
requirements you're not getting.

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Feedback before devs start so 
they're. 

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Like building something that 
doesn't align with your 

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requirements so you you can 
definitely. 

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Help. 
When it comes to quality issues,

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even though. 
That's usually you. 

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Would think. 
Owned by the. 

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Tester you as ABA. 
Play very, very closely with the

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tester. #7 is. 
Around stakeholder 

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dissatisfaction, you can gauge 
stakeholder feedback and check 

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whether their expectations are 
being. 

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Aligned. 
As you have regular progress. 

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Meetings with them and 
deliverables. 

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So the BA. 
Can. 

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Facilitate regular stakeholder 
reviews. 

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Gather. 
Informal and informal feedback, 

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and they can test along the way,
and that's what you should be 

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doing. 
So one test is not just about 

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the. 
Product testing. 

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And go oh. 
Does this look good? 

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But one might just be testing 
your requirements, like going to

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them with a list of your 
requirements saying ensure these

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are. 
Right. 

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And checking in again. 
Anything changed? 

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If if. 
Stakeholders are dissatisfied 

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and it's usually a gap between 
what they thought they were 

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getting and what they get. 
The project. 

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May lose. 
Support or. 

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Fail to meet objectives there 
will. 

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Be a trust. 
Gap between the project and the 

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stakeholders and ultimately. 
BA is really. 

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Good at managing that 
relationship and ensuring that 

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there's continued alignment with
business goals. 

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That's. 
Actually your job so if you go 

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through. 
And things are just not 

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aligning. 
So you'll you've done the 

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requirements, you've started dev
and things you're starting to 

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output and you should have done.
Like regular demos? 

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When I say demos, the product 
might not be there, it could 

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just be a mock up. 
Back to the. 

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Stakeholder. 
And they're like. 

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Well, it's not really what I 
wanted. 

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That's the time to intervene, OK
#8. 

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00:11:04,040 --> 00:11:06,800
Is around unclear. 
Roles and responsibilities. 

247
00:11:06,800 --> 00:11:11,160
We talked about racy before. 
But I think the BA is. 

248
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Really clear or usually they 
hear about it. 

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When the team members are 
unclear. 

250
00:11:15,520 --> 00:11:18,120
About their responsibilities. 
Leading. 

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00:11:18,320 --> 00:11:20,400
To confusion or duplicated 
efforts. 

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00:11:21,280 --> 00:11:23,360
The BA. 
Can develop or update the the 

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00:11:23,360 --> 00:11:25,480
racy matrix. 
To clearly identify who's 

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responsible, accountable, 
consulted and informed. 

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For each. 
Task. 

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00:11:29,920 --> 00:11:33,200
Now that's can be a bit 
administrative and just. 

257
00:11:33,240 --> 00:11:35,800
Add bureaucracy here. 
I think it's just really just 

258
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like, who's responsible for 
testing, who's responsible? 

259
00:11:38,000 --> 00:11:40,200
For UAT. 
That's an interesting question. 

260
00:11:40,440 --> 00:11:42,480
So you just. 
You can just do it once. 

261
00:11:43,600 --> 00:11:45,200
Who is it? 
Who's your real Smee? 

262
00:11:45,200 --> 00:11:47,680
Who needs to be? 
Who needs to sign this off? 

263
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It's not a is it a committee? 
Committees. 

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Never. 
Work by the way. 

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So you need need an accountable 
product owner. 

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00:11:54,560 --> 00:11:56,160
So if. 
You don't. 

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Have clear responsibilities and.
Roles. 

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00:11:59,160 --> 00:12:01,800
That leads to inefficiencies and
frustrations. 

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00:12:02,160 --> 00:12:04,960
The BA raising. 
This ensures there's smoother 

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00:12:04,960 --> 00:12:09,040
collaboration and accountability
both within the team and 

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outside. 
So you need. 

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This this racy. 
In the team and you need it out 

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the team. 
I see this all the time. 

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This is. 
I would say is up there as. 

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One of the number one 
underlying. 

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00:12:20,520 --> 00:12:22,600
Reasons. 
That project fail. 

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OK #9 which is kind of, if you 
like, an amalgamation of all 

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those things. 
We just. 

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Talked about. 
Is poor risk. 

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00:12:33,080 --> 00:12:36,800
Management, OK, All of those 
things we talked about if 

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they're happening. 
A risk should. 

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Be logged OK. 
Along with our. 

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00:12:40,640 --> 00:12:43,200
Suggested mitigation. 
So if. 

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You are not reviewing the risk. 
Log at least once a. 

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00:12:46,040 --> 00:12:47,280
Week. 
OK. 

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00:12:47,560 --> 00:12:49,440
With the team. 
And they're not properly 

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00:12:49,440 --> 00:12:50,280
tracked. 
Or. 

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00:12:50,280 --> 00:12:52,360
Mitigated, then you have a 
problem. 

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00:12:52,880 --> 00:12:55,240
The BA. 
Should proactively engage. 

290
00:12:55,240 --> 00:12:58,120
In risk identification. 
And management ensuring. 

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00:12:58,120 --> 00:12:59,480
They are logged. 
Assessed. 

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00:12:59,480 --> 00:13:01,160
Mitigated. 
OK. 

293
00:13:01,160 --> 00:13:03,040
That could lead to a risk. 
Workshop, right? 

294
00:13:03,040 --> 00:13:05,280
And a risk review. 
That should all those. 

295
00:13:05,280 --> 00:13:07,040
Risks, especially if they're 
high. 

296
00:13:07,640 --> 00:13:09,560
And I would. 
Say all of them in the appendix,

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00:13:09,560 --> 00:13:12,680
so the high ones maybe in your 
PowerPoint and then all of them 

298
00:13:12,680 --> 00:13:15,800
in the appendix should be. 
Provided to project. 

299
00:13:15,800 --> 00:13:19,720
Governments if risks are 
ignored, they materialize. 

300
00:13:19,720 --> 00:13:21,240
Into. 
Actual issues and and. 

301
00:13:21,240 --> 00:13:24,080
Probably significant problems to
be honest. 

302
00:13:24,840 --> 00:13:26,760
Issued. 
You know, issues sound small. 

303
00:13:26,760 --> 00:13:28,280
But we're actually about 
problems here. 

304
00:13:28,600 --> 00:13:32,120
You raising them allows. 
The project to adapt and prepare

305
00:13:32,120 --> 00:13:34,000
for those project. 
Challenges that you have along 

306
00:13:34,000 --> 00:13:36,080
the way and at the end of the. 
Day. 

307
00:13:36,520 --> 00:13:38,320
Of risks are mitigated as the 
project. 

308
00:13:38,320 --> 00:13:43,320
Is in jeopardy and #10. 
Is what we talked. 

309
00:13:43,320 --> 00:13:44,200
About a. 
Little bit it's. 

310
00:13:44,200 --> 00:13:46,480
Closely related. 
To scope. 

311
00:13:47,200 --> 00:13:50,520
But it's slightly different and 
that is frequent change 

312
00:13:50,520 --> 00:13:51,680
requests. 
So. 

313
00:13:51,960 --> 00:13:53,600
A lot of project managers go 
right. 

314
00:13:53,600 --> 00:13:56,960
I'm fine, I'm going to protect 
the initial scope, but what I'm 

315
00:13:56,960 --> 00:13:58,680
going to do is. 
When a change comes through, I'm

316
00:13:58,680 --> 00:14:00,080
just going to raise the change 
request. 

317
00:14:00,280 --> 00:14:02,160
So I get. 
The money and resources I need, 

318
00:14:02,160 --> 00:14:03,920
so I'm going to go through that 
formal channel. 

319
00:14:04,320 --> 00:14:06,080
But. 
Actually, at the end of the day,

320
00:14:06,080 --> 00:14:08,160
it's a distraction from you 
doing. 

321
00:14:08,360 --> 00:14:10,920
The main core focus of the. 
Work. 

322
00:14:11,320 --> 00:14:13,080
Right, I can't. 
The product can't be everything 

323
00:14:13,080 --> 00:14:14,640
to everyone. 
So. 

324
00:14:14,840 --> 00:14:19,000
If there are change requests 
which being driven by changing 

325
00:14:19,000 --> 00:14:21,520
business needs or unclear 
requirements or external 

326
00:14:21,520 --> 00:14:23,680
factors. 
The BA probably knows. 

327
00:14:24,200 --> 00:14:27,000
OK, so it. 
Depends on the pattern of the 

328
00:14:27,000 --> 00:14:29,560
change request and you need to. 
Really. 

329
00:14:29,560 --> 00:14:31,400
Probably intervene. 
And talk to stakeholders and say

330
00:14:31,400 --> 00:14:32,360
well. 
What's the problem here? 

331
00:14:32,360 --> 00:14:33,960
Have we got the requirements 
completely wrong? 

332
00:14:34,200 --> 00:14:35,720
Do we need to stop and do a 
reset? 

333
00:14:36,240 --> 00:14:37,480
But you. 
Can't just add. 

334
00:14:37,480 --> 00:14:39,920
On more work to. 
What we're doing, because at the

335
00:14:39,920 --> 00:14:43,120
end of the day, there is. 
Only a certain pipeline that can

336
00:14:43,120 --> 00:14:45,040
that's been set up and certain 
budget. 

337
00:14:45,360 --> 00:14:48,120
Now, even if you add more people
and you add more budget. 

338
00:14:48,160 --> 00:14:50,680
It doesn't work, trust me. 
It doesn't work. 

339
00:14:51,120 --> 00:14:54,560
The BA raising thus that there 
are frequent change requests 

340
00:14:55,280 --> 00:14:57,680
make. 
Sure, it's making sure that the.

341
00:14:58,080 --> 00:14:59,960
Project. 
Is focused on the. 

342
00:14:59,960 --> 00:15:04,000
Goal the actual vision of the 
project and ensures that changes

343
00:15:04,000 --> 00:15:06,400
are. 
Only made if something. 

344
00:15:06,440 --> 00:15:09,200
That is critical. 
Basically and it's. 

345
00:15:09,200 --> 00:15:10,280
Not met. 
You don't. 

346
00:15:10,280 --> 00:15:13,520
Meet the. 
Objectives is truly necessary. 

347
00:15:14,160 --> 00:15:18,960
And if that isn't true, if that.
Change request doesn't fall into

348
00:15:18,960 --> 00:15:20,760
the category of. 
Absol critical. 

349
00:15:21,040 --> 00:15:23,800
Don't do it. 
Do it as a second phase after. 

350
00:15:23,800 --> 00:15:25,480
This project is. 
Properly closed. 

351
00:15:26,440 --> 00:15:29,960
So there's 10. 
Red flags that you as. 

352
00:15:29,960 --> 00:15:32,920
ABA can ID can identify. 
And help with. 

353
00:15:34,200 --> 00:15:37,480
And if you can spot and solve. 
These project red flags your 

354
00:15:37,480 --> 00:15:39,200
project. 
Is in a much better state. 

355
00:15:39,480 --> 00:15:42,120
Of delivering on. 
Time, you know. 

356
00:15:42,120 --> 00:15:45,400
Within cost, within budget. 
With great quality. 

357
00:15:45,440 --> 00:15:49,200
And can actually mean that 
you've got. 

358
00:15:49,200 --> 00:15:52,160
A happier project team. 
I'll see you next week.