= How closely linked are these 4: Project Management, ERP, Business Analysis, Data Analysis? =

I’m interested in these 4 fields

Would you say it’s like a Venn diagram where the are all kinda linked by overlaps?
What would I do if I want to get experience in at least 3 of these? Would you say there’s a career that implements 3 or 4 of these choices?
Unless you are on the analytic side of an ERP (such as SAP BI) and theninto a PM role in that area. Or as a functional or technical General SAP role followed by a PM or Program Management role that leans on analytics. This is me and a ton of my peers

Go ahead and get PM training but only to understand what the PM is asking if you on the analytics or ERP side. Gain the knowledge on the hands on or technical side. Pivot to PM of these technical projects when you are ready to lead people

I find myself disagreeing about data analytics being unrelated entirely to project management. If you have a role oriented towards continual evaluation, measurement, and performance (data-driven), then a grasp of data analysis will be a skillset you utilize frequently. I often lean on my data analysis and data governance skills for setting up theory of change/impact measurement tools, reporting structures, storing data coming from programs and services, etc

I am curious as to how one could do any meaningful evaluation of project/program performance without a basic data skillset Maybe certain sectors just don't need to?
I'd say most PMs (at least at my company) don't use data analysis that heavily, or use very basic aggregation/reporting to make decisions. Their datasets are usually available to be pulled from a PM tool as-is, and PM tools generally try to include the analytics that PMs need out of the box. If not, they can get a data analyst to build them a dashboard

Data analytics here is mostly about ETL, analysis, and reporting/data viz vs. PM. We spend a ton of time in ETL

That’s a good observation. I’d say project managers tend to be laser focused on getting their projects completed with all requirements met on time and on budget. People who oversee the overall project management office (PMO) would review aggregate data across projects to evaluate which projects need to be stopped/started, delayed, have their resources changed. As well as general process/change management

In my experience people actually doing the project management tend to be more in the weeds by definition, even if they are very experienced individual contributors

Only if you are managing a ERP implementación Project where you need to define new KPIs for the customer where big data is used and that tracks your teams performance through different indicators on a very large organization where your Kanban board (tickets, task) are Linked to your management goals. Something on this direction..

From what I've experienced, Project Management is in its own category and only starts relating to the others when it has to deal with them directly. Project Managers work at a high level knowing broad concepts while the others work the more intricate things, including being the ones to actually produce the work that PM's then relay to upper management

Just like corporate management chains, project management has its own chain as well

You start off high level, scope work, wishes and demands vs feasibility, and the further down the chain you go, the closer you get to stuff like ERPs (implementation vs operational tasks), Data Warehousing, nitty gritty work

And at the very end you end up with either Business Analysts/Data Analysts trying to improve upon system integrations, business operations finding issues and bugs with what the project teams have implemented. Let it be through improper data migration / data cleansing or lack of documentation

And then it goes the other way up through the chain again

Great stuff!
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