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It is no secret that when it comes to efforts on business change and IT, project management and business analysis roles tend to blend together. Aside from the usual responsibilities of working as a liaison among stakeholders and participating in the user acceptance testing preparations, business analysts naturally take on the responsibilities of project managers, while project managers also tend to take on the responsibilities of business analysts. The aforementioned scenario usually happens in cases where either the business analysis or the project management role is weak or absent within an organization.

Most commonly, the role of a business analyst involves responsibilities revolving around requirements. Business analysts plan the requirements approach for the project, elicit requirements from the stakeholders, specify and analyze the requirements elicited, validate the requirements to ensure they are true and correct, manage the validated requirements through traceability, and communicate those requirements to the implementation team or the developers. In order to perform those responsibilities effectively, business analysts must take requirements training. It is the business analyst’s job to determine the things and steps that must be done in order to successfully solve the business problems that are brought forth by the business community. While doing their job, they sometimes end up determining how to efficiently solve those business problems in a timely fashion; a responsibility for project managers. On the other hand, while trying to resolve business problems, project managers often find themselves having multiple discussions with the stakeholders about the scope of the requirements and making sure that all perspectives are appropriately represented in the requirements; a responsibility that a business analyst must do.

Business analysis and project management are both important aspects in business. Although these two roles are often blurred in many organizations, business analysts and project managers must collaborate together while balancing each other out.

It is true that many of the key inventions in electronics and electrical devices were made by men. However, women played a role in the electronic assembly industry that was equally important as the role played by men; it was them more than men who assembled electronic technologies in most factories.

At the beginning of the 20th century, women had entered the industries of electrical manufacturing, making electric motors and light bulbs. Compared to working in other industries which often involved more physically challenging or dirtier work, women find employment in electrical assembly industries highly desirable. During the World War I and World War II, men were called to battle and women temporarily held factory jobs that were reserved for men such as mechanical assembly jobs. During the World War I, a survey of women working in electrical manufacturing industries showed that women were assigned to do tasks such as winding coils for transformers and motors, stamping mica insulators, and assembling as well as connecting motors. Since women were typically well-educated and were technically proficient, the electronic industries saw them as ideal workers for the aforementioned jobs which required little skill for much of the task while the worker’s ability to follow written specifications and instructions were imperative.

The introduction of radio to the consumer market allowed a great increase in the number of women workers. Although radio was still a new technology in 1920, many women were already hired by factories to make electron vacuum tubes and test radio units.

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