Post on 22-Jan-2015
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PM Survival:Improving Your Value
Through Business Analysis2011 PMI-DVC Tools Conference
November 5, 2011
By Chris Larsen, PMP
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All rights reserved.
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A few questions...
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PM Survival: BA for PMs The Project Management Effectiveness Gap What PMBOK 4 Says About BA An Overview of Business Analysis Comparing and Contrasting PM and BA Integrating BA with PM Business Analysis Tool Example – Accompa Q&A
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The PM Effectiveness Crisis
“Projects take too long, cost too muchand deliver too little.”
“Projects miss, lose, or destroymore value than they deliver.”
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The PM Effectiveness Crisis Technology projects fail too often
Standish Group Findings– 31.1% of projects are cancelled before completed– 52.7% of projects cost 189% of the original estimate– Average time overrun is 222% of the original estimate
FAIL!
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What’s the problem?
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Is it a project problem?
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...or a business problem?
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What does this mean for PMs? Project and program delivery needs more top-down
business support than it gets. PMs need much better handle on the alignment of
their projects with – business strategy (drivers)– business value (results)
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What does this mean for PMs? PMs need a stronger identity as champions of
business value.– knowledge of business strategy and business value– belief in the business strategy (vision, direction, etc.) in
order to promote it and align to it successfully– capability to align a project and its resources with business
strategy, business needs
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Increasing overlap of PM and BA PM must take a larger role in analyzing the business,
its needs, and solutions – an overlap with the discipline of business analysis.
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ProjectManagement
BusinessAnalysis
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Why? To ensure alignment of projects with the business. To effectively communicate business outcomes and
value associated with projects. To effectively manage scope.
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What PMBOK areas does this address? Integration Management– Develop Project Charter
Business case (input) High-level requirements (input)
Scope Management– Collect Requirements
But not Quality Management?– Are requirements a missing input? A missing tool?
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PMBOK and requirements
Scope ManagementCollect Requirements (Section III, Chapter 5, Part 1)
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What is business analysis?
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What is business analysis?
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What is business analysis? The set of tasks and techniques used to: – Work as a liaison among stakeholders in order to…– Understand the business strategy, structure, policies, and
operations of an organization, and to…– Recommend solutions that enable the organization to
achieve its goals.
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What does a business analyst do? Identify, analyze, and solve business problems and
opportunities Determine the feasibility of a solution Define the solution scope and develop the business
case Continue to assess, refine, and validate the business
need and solution Evaluate the business benefits brought about by a
solution
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Biz
IT BA
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What is a requirement?
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A requirement is… A condition or capability needed by a stakeholder to
solve a problem or achieve an objective. A condition or capability that must be met or
possessed by a solution or solution component to satisfy a contract, standard, regulation, law, specification, or other formally imposed documents.
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Types of requirements
Type Description
Business Requirements Developed through enterprise analysis
Stakeholder Requirements Developed through requirements analysis
Solution Requirements• Functional Requirements• Non-functional Requirements
Developed through requirements analysis
Transition Requirements Developed through solution assessment and validation
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Parts of a requirementThe system must/shall…
[…do something..] action verb (process)
[…with some information…] noun (entity/attribute)
[…under certain circumstances…] when/if (condition)
[…according to certain rules…] business rules (constraint)
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How are your requirements handled now?
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International Institute for Business Analysis
iiba.org
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Business Analysis Body of Knowledge BABOK 2.0
IIBA certifications– Certification of Competency in
Business Analysis™ (CCBA™)– Certified Business Analysis
Professional™ (CBAP®)
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The work of business analysis
Business Analysis Planning and MonitoringEnterprise AnalysisElicitationRequirements Management and CommunicationRequirements AnalysisSolution Assessment and Validation
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Business Analysis Planning and Monitoring
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Enterprise Analysis
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Elicitation
Core Techniques Group Creativity Techniques (brainstorming, etc.) Document Analysis Focus Groups Interface Analysis Interviews Observation Prototyping Requirements Workshops Survey/ Questionnaire
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Requirements Analysis
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Requirements Mgmt and Communication
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Requirements
Scope Management
Design
Development
Test Plan andScenarios
Transition
Traceability
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Solution Assessment and Validation
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Skills of a business analystCompetency Area Skills
Analytical Thinking, Problem Solving Creative thinking, decision making, learning, problem solving, systems thinking
Behavioral Characteristics Ethics, personal organization, trustworthiness
Business Knowledge Business principles, industry knowledge, organization knowledge, solution knowledge
Communication Skills Oral and written communications, teaching
Interaction Skills Facilitation, negotiation, leadership, influencing, teamwork
Software Applications General applications, specialized applications
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Compare and contrast: PM and BA
Similar Planning Communication Management
Different Focus Deliverables Accountability
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Compare and contrast: PM and BA
PM = Vertical The Project Manager aligns
closer to typical management positions with the responsibility of managing and tracking the various tasks and resources assigned to the project.
BA = Horizontal Business Analysts are more
akin to independent contractors, working across organizational boundaries as well as up and down organizational hierarchies.
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Compare and contrast: PM and BA
PM = task-oriented The Project Manager is
responsible for staying at a higher level.– The PM moves the effort
forward toward completion
BA = subject-oriented The Business Analyst is
responsible for "drilling down" to elicit detail requirements.– The BA's work is never
complete.
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Integrating BA with PM Increasing demand for BAs to manage projects, and
for PMs to manage requirements Can one person do both well?
“There are more project managers able to do business analysis than there are business analysts able to manage projects.”
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Requirements management with Accompa Online app for managing requirements– http://www.accompa.com
Requirements database – means requirements content can be viewed and published in multiple ways
Core concepts:– use cases– features– requirements
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Requirements management with Accompa Customization – custom fields, views, forms Attachments to requirements ROI scoring of requirements – useful for
prioritization, business alignment Flexible requirements publishing– Word, PDF, HTML, Excel
Feature request forms and e-mail intake Can be integrated with SharePoint for review cycles
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Accompa Demo
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Summary PMs need knowledge of business analysis and
requirements management to:– Align better with business strategy, business value– Improve scope management and solution quality
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Business Analysis ResourcesResource Info
IIBA http://www.iiba.orgSource of BABOK, BA certification, educational resources
Modern Analyst http://www.modernanalyst.comOnline magazine and education resource; e-newsletters
ProjectTimes http://www.projecttimes.comGood requirements-related webinars with Keith Ellis; e-newsletters
Business Analyst Times http://www.batimes.com
Twitter Hashtag #baot (“business analysis on Twitter), good source of links and articles
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Q & A
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