Establishing a Establishing a Best Practice Best Practice CommunityCommunity

It Takes a Village to Make a It Takes a Village to Make a Successful ProjectSuccessful Project

Presented by Emily Iem, PMP, CBAPPresented by Emily Iem, PMP, CBAP

OverviewOverview

What Makes a Project Successful?What Makes a Project Successful? What is the IIBA?What is the IIBA? What is Business Analysis?What is Business Analysis? How Can We Integrate Project How Can We Integrate Project

Management and Business Analysis Management and Business Analysis Best Practices?Best Practices?

What Makes a What Makes a Project Project

Successful?Successful?

How Many Projects How Many Projects Succeed?Succeed?

Why Do Projects Fail?Why Do Projects Fail? Lack of User InputsLack of User Inputs Incomplete and Incomplete and

Changing Requirements Changing Requirements Lack of Executive Lack of Executive

SupportSupport Lack of ResourcesLack of Resources Unrealistic ExpectationsUnrealistic Expectations Unclear ObjectivesUnclear Objectives Unrealistic Time Unrealistic Time

FramesFrames

Standish Group “CHAOS 2001: A Recipe for Success”The Chaos ReportStandish Group “CHAOS 2001: A Recipe for Success”The Chaos Report

SUCCESS

FAILURE

Why Do Projects Succeed?Why Do Projects Succeed?

Executive SupportExecutive Support User involvementUser involvement Experienced project Experienced project

managermanager Clear business objectivesClear business objectives Focused scopeFocused scope Standard software Standard software

infrastructureinfrastructure Firm basic requirementsFirm basic requirements Formal methodologyFormal methodology Reliable estimatesReliable estimatesStandish Group “CHAOS 2001: A Recipe for Success”The Chaos ReportStandish Group “CHAOS 2001: A Recipe for Success”The Chaos Report

PROJECT SUCCESSVILLE

Building a Best Practice Building a Best Practice CommunityCommunity

Experienced PM

Firm Requirements

User Involvement

Clear Business Objectives

Focused Scope

Formal Methodology

What is the IIBA?What is the IIBA?

International Institute of International Institute of Business AnalysisBusiness Analysis

Founded in October 2003Founded in October 2003 Created to be the world's leading Created to be the world's leading

association for Business Analysis association for Business Analysis professionals and to develop and professionals and to develop and maintain standards for the practice maintain standards for the practice of business analysis and for the of business analysis and for the certification of its practitionerscertification of its practitioners

What are the Goals of the What are the Goals of the IIBA?IIBA?

Create and develop awareness and Create and develop awareness and recognition of the BA recognition of the BA

Define the Business Analysis Body of Define the Business Analysis Body of KnowledgeKnowledge

Publicly recognize qualified Publicly recognize qualified practitionerspractitioners

Provide a forum for knowledge sharingProvide a forum for knowledge sharing

IIBA FactsIIBA Facts

As of May 2007:As of May 2007: Approximately 4200 membersApproximately 4200 members 69 Chapters69 Chapters 74 CBAPs74 CBAPs

As of March 2008:As of March 2008: More than 5000 membersMore than 5000 members 100 chapters in 60 countries100 chapters in 60 countries Close to 200 CBAPsClose to 200 CBAPs

What Value Does it What Value Does it Bring?Bring?

Standard Standard definition of definition of Business Business AnalysisAnalysis

Defined Defined skills for skills for BAsBAs

Common Common language for language for BAsBAs

Level Level expectations expectations of BA skills of BA skills and and experienceexperience

Consistent Consistent use of tools use of tools and and techniquestechniques

Why Join the Harrisburg Why Join the Harrisburg Chapter?Chapter?

Network with BA ProfessionalsNetwork with BA Professionals Receive professional development Receive professional development

and continuing education credits for and continuing education credits for CBAP certification*CBAP certification*

Awareness of local study groups Awareness of local study groups and/or learning opportunitiesand/or learning opportunities

Shared Knowledge of local CBAPs Shared Knowledge of local CBAPs and BA Professionalsand BA Professionals

*Based on assumption of Recertification Process; yet to be defined*Based on assumption of Recertification Process; yet to be defined

What is Business What is Business Analysis?Analysis?

What is a Business What is a Business Analyst?Analyst?

A key facilitator within an A key facilitator within an organization, acting as a bridge organization, acting as a bridge between the business unit affected, between the business unit affected, organizational stakeholders and the organizational stakeholders and the solution teamsolution team

What is a CBAP?What is a CBAP?

Certified Business Analysis Certified Business Analysis Professional (CBAPProfessional (CBAPTMTM))

At least 7500 hours (5 years) of BA-At least 7500 hours (5 years) of BA-related experiencerelated experience

At least 21 hours of Professional At least 21 hours of Professional DevelopmentDevelopment

Demonstrated comprehension of the Demonstrated comprehension of the Business Analysis Body of Business Analysis Body of Knowledge (BABOKKnowledge (BABOKTMTM))

What does a BA do?What does a BA do?

The key role of the BA is to apply The key role of the BA is to apply their knowledge to examine the their knowledge to examine the business need and ensure a timely business need and ensure a timely and effective solution is provided to and effective solution is provided to satisfy that needsatisfy that need

They are responsible for the entire They are responsible for the entire requirements processrequirements process

BAs Are Also Responsible BAs Are Also Responsible For:For:

Creation of Business Architecture Creation of Business Architecture DocumentationDocumentation

Development of a Feasibility StudyDevelopment of a Feasibility Study Development of a Business CaseDevelopment of a Business Case

BAs Participate In:BAs Participate In:

Facilitation of Strategic Goals and Facilitation of Strategic Goals and PlanningPlanning

Project Selection and PrioritizationProject Selection and Prioritization Launching of New ProjectsLaunching of New Projects Training and Implementation Training and Implementation

SupportSupport Quality Assurance ProcessQuality Assurance Process

How Can We How Can We Integrate PM and Integrate PM and

BA Best Practices?BA Best Practices?

Sample OrganizationSample Organization

CIO/CEO

Program Management

Office

Functional Division 2

Functional Division 1

Project Management

Division

Business Analysis Division

Questions?Questions?

For more information:For more information: www.theiiba.orgwww.theiiba.org www.harrisburg.theiiba.orgwww.harrisburg.theiiba.org eiem@m-inc.comeiem@m-inc.com joswald@m-inc.comjoswald@m-inc.com