Mastering Project Requirements

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Mastering the Project Requirements

Michele Maritato, MBA, PMP, PMI-RMP, CBAP

www.pm-progetti.it Ing. Michele Maritato, MBA, PMP®, PMI-RMP®, CBAP® michele.maritato@pm-progetti.it 2

Agenda

1. Project Management and Business Analysis:

the dynamic duo

2. Mastering the Project Requirements

3. Assessment

Agenda

the dynamic duo

3. Assessment

PMI®, From: Building Professionalism in Project Management®

To: Making project management indispensable for business results®

Project Management & Business Analysis: the dynamic duo

Mastering theProject Requirements

Mastering theProject Requirements AssessmentAssessment

BUSINESS NEED

BUSINESS BENEFITS

CHANGE

DELIVERABLES

PROCESS

BUSINESSBUSINESS PROJECTPROJECT

Business and Projects

PMNetwork® - December 2012Are business users satisfied with IT Projects?

24% 15%

39% 32%

21% 27%

9% 20%

Stakeholders who refuse to

define what they want

end up with projects that are

doomed to failure or

experience at least

significant cost overruns,

which, for a project

manager, is the same thing.(Joseph L. Mayes, PMP, Universal American Corporation,

Lake May, Florida, USA)

IT Professionals Non-IT Professionals

Completely satisfied

Very satisfied

Moderately satisfied

Slightly satisfied

Not at all satisfied

Didn’t know

Source BABOK® Guide – Version 2.0

What is Business Analysis?

Business Analysis is the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and to recommend solutions that enable the organization to achieve its goals

Liaison: With the business stakeholders With the implementation stakeholders

“Any fool can know. The point is to understand.”

Albert Einstein

PROJECT MANAGEMENTPROJECT MANAGEMENT

Project Management and Business Analysis: the dynamic duo

Agenda

the dynamic duo

3. Assessment

BUSINESSSTAKEHOLDER

SOLUTION

The classification of requirements (1)

TRANSITIONFORWARD TRACEABILITY

BACKWARD TRACEABILITY

The classification of requirements (2)

>> Business Req. <<

•Business Need•Project Objectives•Metrics to measure the success (Business Case)•…

>> Business Req. <<

•Business Need•Project Objectives•Metrics to measure the success (Business Case)•…

>> Stakeholder Req. <<

•Processes•Activities•Use Cases•…

>> Stakeholder Req. <<

•Processes•Activities•Use Cases•…

>> Solution Req. <<

•Input – Transformation – Output•Look and Feel•Usability and Humanity•Performance, Maintenance•…

>> Solution Req. <<

•Input – Transformation – Output•Look and Feel•Usability and Humanity•Performance, Maintenance•… I T O

>> Transition Req. <<

•Data Conversion•Training•Resources•…

>> Transition Req. <<

•Data Conversion•Training•Resources•…

AssessmentAssessmentIN

Mastering the project requirements (1)

1.Preparing

2.Eliciting

3.Analyzing

4.Approving

5.Managing

INITIATINGINITIATING INITIATINGINITIATING

PLANNINGPLANNING PLANNINGPLANNING

EXECUTINGEXECUTING

INITIATINGINITIATING

PLANNINGPLANNING

EXECUTINGEXECUTING

MON. & CONT.MON. & CONT.

PLANNINGPLANNING

EXECUTINGEXECUTING

MON. & CONT.MON. & CONT. MON. & CONT.MON. & CONT.

CLOSINGCLOSING

1. Describing at high level the req. Management Approach (deliverables, tech., roles, etc.)

2. Identifying and analyzing the Stakeholders 3. Defining the requirements Deliverables

and plan the BA Activities4. Planning the BA Communication with the

stakeholders5. Establishing the procedures for Prioritizing,

Approving, Allocating, Managing changes to req.

2. Identifying and analyzing the Stakeholders 3. Defining the requirements Deliverables

and plan the BA Activities4. Planning the BA Communication with the

stakeholders5. Establishing the procedures for Prioritizing,

Approving, Allocating, Managing changes to req.

PLANNINGPLANNING

BUSINESSBUSINESS

STAKEHOLDERSOLUTION

TRANSITION

STAKEHOLDERSOLUTION

TRANSITION

1.PREPARING

2.Eliciting

3.Analyzing

4.Approving

5.Managing

1.Preparing

2.ELICITING

1. Planning the elicitation process and preparing the material (based on techniq.)

2. Executing the elicitation, capturing all that is said

3. Distinguishing the Req. from the Non-req. (issues, risks, assumptions, constraints, etc.)

4. Confirming that the elicited req. match the stakeholders needs

3.Analyzing

4.Approving

5.Managing

PLANNINGPLANNING

BUSINESSBUSINESS

STAKEHOLDERSOLUTION

TRANSITION

STAKEHOLDERSOLUTION

TRANSITION

EXECUTINGEXECUTING

1. Prioritizing req., understand the Acceptance criteria’s

2. Modelling req. (Business, Stakeholder, Solution, Trans.)

3. Documenting Assumptions and Constraints

4. Verifying req. (quality control)5. Validating req. (delivery value to

the business)

2. Modelling req. (Business, Stakeholder, Solution, Trans.)

4. Verifying req. (quality control)5. Validating req. (delivery value to

the business)

1.Preparing

2.Eliciting

3.ANALYZING

4.Approving

5.Managing

MON. & CONT.MON. & CONT.BUSINESS

STAKEHOLDERSOLUTION

TRANSITION

BUSINESSSTAKEHOLDER

SOLUTIONTRANSITION

PLANNINGPLANNING

STAKEHOLDERSOLUTION

TRANSITION

STAKEHOLDERSOLUTION

TRANSITION

EXECUTINGEXECUTING

BUSINESSBUSINESS

AssessCapability Gaps

DetermineSolution Approach

DefineSolution Scope

What is the business problem / opportunity?

What capabilities do we need?

How do we want to fill the capab. gaps?

What are the solution components?

What are costs, benefits and risks?

CHARTER

DefineBusiness Case

Define BusinessNeed

Modelling Business Requirements

Verifying and Validating Requirements

Verifying Req. To ensure that req.

meet the necessary standard of quality for Communication and Implementation

Validating Req. To ensure that

Solution and Transition req. are aligned with Business and Stakeholder req.

1. Communicating req. (packing and communicating)

2. Approving req. (produce the req. baseline)

3. Managing issues/conflicts

1.Preparing

2.Eliciting

3.Analyzing

4.APPROVING

5.Managing

MON. & CONT.MON. & CONT.BUSINESS

STAKEHOLDERSOLUTION

TRANSITION

BUSINESSSTAKEHOLDER

SOLUTIONTRANSITION

PLANNINGPLANNING

STAKEHOLDERSOLUTION

TRANSITION

STAKEHOLDERSOLUTION

TRANSITION

EXECUTINGEXECUTING

BUSINESSBUSINESS

1. Monitoring and Controlling BA performances

2. Managing Changes to requirements3. Maintaining requirements for re-use

(future projects)

2. Managing Changes to requirements3. Maintaining requirements for re-use

(future projects)

1.Preparing

2.Eliciting

3.Analyzing

4.Approving

5.MANAGING

MON. & CONT.MON. & CONT.

CLOSINGCLOSINGBUSINESS

STAKEHOLDERSOLUTION

TRANSITION

BUSINESSSTAKEHOLDER

SOLUTIONTRANSITION

The Global View Requirements Management Stages

Req.CategoriesPM

Process GroupsPreparing Eliciting Analyzing Approving Managing

Initiating Business

Planning StakeholderSolutionTransition

Executing StakeholderSolutionTransition

Monitoring & Controlling

BusinessStakeholderSolutionTransition

Closing

BusinessStakeholderSolutionTransition

Agenda

the dynamic duo

3. Assessment

1. Preparing

HAVE CURRENT STATE NEED FUTURE STATE

2. Identifying and analyzing the Stakeholders

3. Defining the requirements Deliverables and plan the BA Activities

4. Planning the BA Communication with the stakeholders

5. Establishing the procedures for Prioritizing, Approving, Allocating, Managing changes to req.

2. Eliciting

3. Analyzing

2. Modelling Business req.

3. Modelling Stakeholder req.

4. Modelling Solution req.

5. Modelling Transition req.

7. Verifying req. (quality control)

8. Validating req. (delivery value to the business)

4. Approving

5. Managing

2. Managing Changes to requirements

3. Maintaining requirements for re-use (future projects)

About me…

Michele Maritato has a degree in Electronic Engineering from the Polytechnic of Milan. He is graduated MBA and certified PMP®, PMI-RMP® and CBAP®. He has over 20 years experience in project and program management, process re-engineering, development of information systems and intelligent networks in the areas of Tourism, Banking, Insurance, Transportation, Telecom, Construction, Chemical, Automotive, Consumer Goods and Services.

Since 2006 he is Vice President Organization of PMI®-NIC (an association with +1.600 members) and responsible for the P3MO Observatory, the Italian research organization dedicated to the study of Project / Program / Portfolio Management Office in Italy. In 2010 he was President of the PMI-NIC. Michele graduated PMI® Leadership Master Class in 2013.

Since 2008 he is Vice President Education and Training of IIBA Italy Chapter, the Italian association dedicated to the development of the discipline of Business Analysis in Italy. Since 2012 is Global Director of the IIBA®

Contacts

Michele Maritato

+39-335-5468934

michele.maritato@pm-progetti.it

www.pm-progetti.it

michele.maritato

michelemaritato

Mastering Project Requirements

Business

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