From: [Business Analyst Times]
When you are assigned a complex project that has a short time frame (as often happens), it can be nerve wracking - I know this from experience. It's like driving a racing car - you have to push close to the limits but any error can throw you completely off the track.
The first thing that I do when I get a project like that is considering the reasons for the deadline. You can end up with a tight deadline for a variety of reasons. The deadline may be mandated by the management. It can be determined by inter-dependencies between projects. It can be defined by market compliance rules. In other cases it's estimated using the work breakdown structure for the project but ends up being too short because of wrong assumptions.
So how can you as a business analyst make sure that circumstances don't control you and your team, and you deliver your project successfully? Keep in mind that sometimes you can be successful even if you don't meet the original deadline!
The first thing that I do when I get a project like that is considering the reasons for the deadline. You can end up with a tight deadline for a variety of reasons. The deadline may be mandated by the management. It can be determined by inter-dependencies between projects. It can be defined by market compliance rules. In other cases it's estimated using the work breakdown structure for the project but ends up being too short because of wrong assumptions.
So how can you as a business analyst make sure that circumstances don't control you and your team, and you deliver your project successfully? Keep in mind that sometimes you can be successful even if you don't meet the original deadline!
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