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This chapter is excerpted from 'Leveraging Business Analysis for Project Success: Second Edition'. Only 39 percent of projects today are successful in adding value to the product and the organization investing in the project. Nearly half of the projects that fail do so because of 'poor requirements management' (PMI 2014). Leveraging Business Analysis for Product Success explores the role of the product manager in doing business analysis to set a project up for success. It informs and educates product managers, project managers, sponsors, and organization leaders on the prerequisites for project success. This book goes beyond requirements management in exploring how the product manager contributes to increased profitability through business analysis: project selection, scope definition, and postimplementation evaluation. The reader will learn about the history of business analysis, the product manager's role, professional organizations and resources to support the profession, and what business analysis activities occur at each phase of the project life cycle as presented in a case study throughout the text. Product and project leaders will better be able to support the business analysis needs of the project by understanding the skills, expertise, tasks, resources, and time needed to do business analysis right and maximize the return on investment for each project.