When Good Business Analysis Still Produces Failed Projects

Modern Business Analysts are expected to understand strategy, influence stakeholders, support transformation and shape organisational change.

Yet despite increasingly capable business analysis practices, organisations continue to experience disappointing project outcomes, unrealised benefits and transformation fatigue. The missing ingredient is seldom the quality of analysis — it is the absence of a continuous value-management approach that bridges business analysis, governance and delivery. This presentation examines the points where value most commonly leaks from organisational initiatives after requirements have been approved, including fragmented sponsorship, unclear decision rights, shifting strategic priorities, weak governance, disconnected PMOs and benefits without accountable owners. Through practical case studies and executive lessons learned, delegates will explore a value-centric view that positions Business Analysts as strategic partners responsible for protecting organisational value throughout the entire investment lifecycle. Real success is measured not by successful project delivery alone, but by sustained business value.

Key Takeaways

• Recognise value leakage early — identify the organisational warning signs that indicate business value is beginning to erode long before project failure becomes visible.
• Think beyond requirements — adopt a value-centric mindset that positions business analysis as an ongoing strategic discipline rather than a phase completed before delivery begins.
• Strengthen executive influence — learn how Business Analysts can contribute more effectively to governance discussions, investment decisions and strategic prioritisation.
• Connect analysis to benefits realisation — understand how business requirements, governance decisions and delivery assurance combine to protect investment value.

About the Speaker

Lwando Tsembeyi is the Founder and Executive Director of Dwalalam Projects, a South African consultancy specialising in governance, programme delivery, PMO transformation and delivery assurance. With extensive experience leading complex business and technology initiatives across the public and private sectors, he works with executive teams to strengthen governance, improve delivery performance and realise measurable business value from strategic investments.

Lwando is an advocate for the principle that strategy creates intent, but governance and disciplined execution create value. His work focuses on bridging the gap between business strategy, business analysis, project delivery and benefits realisation, helping organisations move beyond successful project completion towards sustainable organisational outcomes. A member of the International Institute of Business Analysis (IIBA) and the Project Management Institute (PMI), Lwando is an emerging African thought leader on governance, value assurance and strategy execution.