03 pm&ba dynamic duo_ba&portfolio_iiba_michele maritato_260215
Transcript of 03 pm&ba dynamic duo_ba&portfolio_iiba_michele maritato_260215
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Business Analysis & Portfolio ManagementBusiness Analysis & Portfolio ManagementBusiness Analysis & Portfolio ManagementBusiness Analysis & Portfolio Management::::Building a methodological framework to achieve
organizational strategies and success
Michele Maritato – Director, IIBA
26 February 2015
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Who We Are
• Connect over 28,000 Members, nearly 225
Corporate Members and over 110 Chapters
• We are and will continue to:
- be the recognized global thought leader
- be dedicated to elevating the role of business analysis
- provide access to relevant tools, resources, events &
connections
• As the voice of the BA community, IIBA supports the
recognition of the profession, and works to maintain standards
for the practice and certification
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Core Purpose
“To unite a community of
professionals to create better
business outcomes”
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Board of Directors - Representing the Members
• The Board of Directors is comprised of 13 Members and represents the business community from around the world
• The current members of the IIBA Board of Directors are
• Michael Augello, Chair• Teresa Cheung• Ken Fulmer, Vice Chair• Sarah Gibson• Kathleen B. (Kitty) Hass• Jonathan Kupersmith• Leena Malik
• Michele Maritato• Indira (Indy) Mitra • Esther Mui• Judy Munro• Guy Pearce• Tony Tarantelli
• Committed to listening, responding and leading the BA community
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Strategic Priorities • New Strategic Plan launched in November 2014• Five new pillars – built on a foundation of operational
excellence
• For more information, visit www.iiba.org/strategicplan
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Business Analysis & Portfolio
Management: Building a methodological
framework to achieve organizational
strategies and success
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Business & Implementation
Business Implementation
Strategy, Idea of Investment
Problem or Opportunity
WHY
BENEFITS
CHANGE
WHAT
DELIVERABLES
HOW
Implement the Strategy /
Change
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Main Causes of Project Failure
• Incomplete Requirements 13.1%
• Failure to involve users 12.4%
• Lack of resources 10.6%
• Unrealistic expectations 9.9%
• Lack of management support 9.3%
• Requirements change 8.7%
• Lack planning 8.1%
• Was no longer needed 7.5%
Source: Standish Group (+8000 projects)
Over 50% of causes for project failure is due to mistakes in
understanding and engaging the stakeholders!
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Use of Developed Features
Source: Standish Group – chaos report
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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
“Are business users satisfied with IT Projects?”
Source: PMNetwork® - December 2012
5% 3%
24% 15%
39% 32%
21% 27%
9% 20%
2% 3%
Completely satisfied
Very satisfied
Moderately satisfied
Slightly satisfied
Not at all satisfied
Didn’t know
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Any fool can know. The point is to understand.
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How can we enable and enforce the link between the Business
and Implementation sides?
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What is Business Analysis?• “The practice of enabling change in
an organizational context by defining
needs and recommending solutions
that deliver value to stakeholders”
• A Business Analyst act as a liaison:
• Among business stakeholders
• Between business and
implementation stakeholders
Source: BABOK® Guide
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Business Analysis Positioning
• Enterprise Business Analyst
• Business Process Analyst
• Big Data / Decision Analyst
• Define Strategy
• Align to Strategy
• Inform Strategy
ENTERPRISE
FUNCTION
• Enterprise Business Analyst
• Business Process Analyst
• Business Analyst
• Decision Support Analyst
• Agile Analyst
• Systems / Functional Analyst
• Define Change
• Deliver Change
• Support Change
PRJ/OPS• Support
Project/Operations
• Business Analyst
• Service Analyst
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Business & Implementation
Strategy
- Project
Activities
Programs
- Recurring
Activities
Projects
Results
Portfolio
Operations
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PM and BA: The Dynamic DuoB
US
INE
SS
AN
ALY
SIS
Por/Prg/Prj MANAGEMENT
Business Implementation
WHY
BENEFITS
CHANGE
WHAT
DELIVERABLES
HOW
Strategy, Idea of Investment
Problem or Opportunity
Implement the Strategy /
Change
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Business Analysis Planning and Monitoring
Enterprise
Analysis
Solution
Assessment &
Validation
Requirements
Analysis
Elicitation
Requirements
Managem. &
Communicat.
Underlying
Competencies
Business
Requirements
Stakeholder, Solution
Requirements
Transition Requirements
The BABOK® Guide FrameworkSource: BABOK® Guide – Version 2.0
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Portfolio Management
Source MoP®
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5.1 Define Business
Need
5.2 Assess
Capability Gaps
5.3 Determine
Solution
Approach
5.4 Define
Solution Scope
What is the business
problem-opportunity?
What capabilities do we
need?
How do we want to fill the
gaps?
What are the solution
components?
What are costs, benefits
and risks?Source BABOK® Guide – Version 2.0
5.5 Define
Business Case
Enterprise Analysis
Portfolio
Definition
Portfolio
Delivery
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Traceability
• Business Requirements
• Stakeholder Requirements
• Solution Requirements
• Transition Requirements
Portfolio
Program
Project
Portfolio
Definition
Portfolio
Delivery
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Stakeholder importance
Co
st r
ati
ng
Prioritize Requirements
1
24
3
L
H
H
Portfolio
Definition
Portfolio
Delivery
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And Many Other Benefits•Verifiy Requirements, improve quality of project deliverables
•Validate Requirements, maximize the value of portfolio components
•Improved Business stakeholders engagement
•Improved Portfolio Risk Management
•Maintaining Requirements for re-use, improve implementation efficiency
•Evaluate Solution Performance, improve portfolio alignment
•Less Change Requests (CRs), as indirect effect
•CRs assessed against business needs; justified budget increase
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☺ Michele Maritato
� +39.335.5468934
www.iiba.org
michele.maritato
michelemaritato
Contact me
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Thank you