Presented by Frank V. Payne, PMPfrankvpayne.com/wp-content/uploads/2015/03/Business-Analyst...Frank...
Transcript of Presented by Frank V. Payne, PMPfrankvpayne.com/wp-content/uploads/2015/03/Business-Analyst...Frank...
Presented by Frank V. Payne, PMP
MEET YOUR SPEAKER
Frank V. Payne, PMP MBA/HRM, MBA/TM, CPME, CFPM Project Management Evangelist TM
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Learning Objectives
By the end of this presentation, you will be familiar with: § What is a Business Analyst § Statement Of Requirements (SOR) § Conducting A JAD Session § The Power of the Dynamic Duo
Role Transformation Model
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Role Transformation Model
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Role Transformation Model
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Role Transformation Model
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Role Transformation Model
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What Is A Business Analyst?
§ A person, regardless of title, who acts as a liaison between business people who have a business problem and technology people who know how to create automated solutions .
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Who Makes A Great Business Analyst?
§ Must be an outstanding communicator § Must enjoy detailed research and recording § Must be skilled at organizing and managing large
amounts of information in various forms § Must be customer-focused § Must be flexible § Must come prepared with a tool can t of techniques to
elicit excellent requirements
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What Are Business Analyst Responsibilities?
§ Identifying the business needs of their clients and stakeholders to help determine solutions to business problems.
§ Requirements development and requirements management
§ Analyzes, validates and documents business, organizational and/or operational requirements.
§ Key facilitator within an organization, acting as a bridge between the client, stakeholders and the solution team.
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Why Do You Need Business Analyst Training?
§ 66% of software projects are not expected to finish on time and on budget
§ Completed projects had only 52% of proposed functionality
§ 82% of projects had time overruns § Average cost of overruns – 43% over budget § US IT projects had a waste of $140 billion ($80 billion
in failed projects) against $250 billion in project spending.
• Source: 2003 Standish Report
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Potential Conflict Of Interest For A Business Analyst
§ Same person acting as Business Analyst and Project Manager
§ Credibility Gap § Loyalty § Commitment
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International Institute of Business Analyst
§ Business Analyst Body of Knowledge
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Business Analyst Certification
Business Analyst Toolset
§ CaliberRM by Borland CaliberRM is a collaborative requirements management tool. Web based system that supports collaborative development.
§ Doors by Telelogic
DOORS: Dynamic Object Oriented Requirements, includes a repository for storing requirements and a set of tools to maintain the requirements. It looks and works like a Microsoft Office product. DOORS keeps track of this number and uses it to link one requirement to another or to a test case.
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Business Analyst Toolset
§ Ideascope by Orasi Ideascope allows you to send surveys to stakeholders, capture their responses, rank and prioritize their ideas and turn them into requirements.
§ Analyst Pro by Goda Software
Analyst Pro empowers Business Analyst to perform essential functions for effective Requirements tracking and management including: Requirements Change Management, Requirements Analysis, and Requirements Traceability.
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Business Analyst Competencies
§ Project Scope Identification § Stakeholder Analysis § Statement of Requirements (SOR) § Due Diligence § Risk Analysis § Statement of Work (SOW)
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The Power Of A Problem
Project Scope Identification § A project is a problem scheduled for solution.
-J. M. Juran
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Types Of Stakeholders
§ Project Stakeholder § Anyone that has a vested interest in the outcome of
the deliverables
§ Ghost Stakeholder § Anyone who has power and influence over your
project, but is not a part of your project team
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Stakeholder Membership
§ Project Stakeholder § Project Sponsor, Project Manager, Project Team
Member, End Users, etc.
§ Ghost Stakeholder § Government Agencies, Executives In Your Company,
etc.
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Stakeholder Analysis
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Statement Of Requirements (SOR)
§ A draft version of the Statement of Work (SOW) § Unapproved by the stakeholder group § Project Stakeholders are critical to the success of the
requirement gathering process
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Due Diligence
§ Verification of requirements § Validation of requirements
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Project Risk Analysis
§ Constraints § Assumptions § Risk tolerance § Risk breakdown structure
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Statement Of Work (SOW)
§ Purpose of the Statement of Work (SOW) § How to write a Statement of Work (SOW) § The key elements of a good SOW § The process for structuring and developing a detailed
SOW § Types of SOWs
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Project Participants And Their Roles
§ Identify project participants and their roles § Discuss how the business analyst interacts with these
participants
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Scope The Project
§ Understand the organizational environment of the project: What departments, divisions, people will be involved with the project? What are the political issues involved? What is the history of the product?
§ Clearly identify the purpose and objectives of the project
§ Learn a technique to identify and document "what is" and, more importantly, "what is not" going to be included in the project
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Scope The Project
§ Develop a Change Control Process to assure that once the scope of the project has been approved, all project participants will operate within the scope or formally approve any scope changes.
§ Discuss how a Business Analyst should collect, organize, and maintain project information.
§ Workshop - Scope the class case study project
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Defining And Detailing Requirements
§ What is a requirement? Why is it important to gather and document requirements? What are the criteria used to judge the quality of "excellent requirements"?
§ Understand the difference between analysis and design or "business" vs. "technological" requirements.
§ Learn the 5 core requirement components, what they describe, and why they are important.
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Documenting Requirements
§ Learn the recommended approach to categorizing requirements. Why should requirements be categorized? Who uses each category? Why is it difficult to create distinct categories? § Business Requirements § Functional Requirements § Technical Requirements
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Conducting A JAD Session
§ Learn how to conduct a JAD session: Who should participate? What are the required steps? How is a session conducted? What are the common challenges?
§ Workshop - Review a sample requirements package § Identify missing or incomplete requirements § Identify potential test cases § Document issues and develop an approach for
going forward
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Validate The Requirements
§ Why is requirement testing important? What is the Business Analyst's role in testing? What is the primary objective of testing?
§ Learn to verify that the business requirements are completed.
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Analysis Communication Skills
§ Conduct a communication assessment to identify individual areas for improvement
§ Effective Communication Skills: How should business analysts communicate with users? How should business analysts communicate with the technical team?
§ Improve listening skills by decreasing common barriers to listening, understanding verbal and nonverbal messages, acknowledging the message, and responding with appropriate feedback
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The National Institute for Facilitation
The Certified Master Facilitator™ Program § A Certified Master Facilitator has been assessed and
certified on 30 specific facilitation skills and behaviors. § A Certified Master Facilitator has passed a rigorous
performance review by the most exacting group available - other certified facilitators!
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Summary
You should now be familiar with: § What is a Business Analyst § Statement Of Requirements (SOR) § Conducting A JAD Session § The Power of the Dynamic Duo
Where To Get More Information
• The Business Analyst's Handbook
By Howard Podeswa
• Seven Steps to
Mastering Business Analysis
By Thomas H.
Davenport
• The Business Analyst/Project Manager: A New Partnership for Managing Complexity and Uncertainty By Robert K. Wysocki
• CBAP / CCBA Certified Business Analysis Study Guide
By Susan Weese
Questions?
Get To Know Us! For more information about PQC International
please visit www.pqcinternational.com
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