04 pm&ba dynamic duo_mastering the requirements_maritato maritato_final2

Project Management & Project Management & Project Management & Project Management & Business Analysis: Mastering Business Analysis: Mastering Business Analysis: Mastering Business Analysis: Mastering the Requirements the Requirements the Requirements the Requirements

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

Director of Board, IIBA® Italy Chapter VP Education, PMI®-NIC VP Organizzazione e Processi

28 February 2014

28/02/2014 PM&BA - Mastering the Requirements 2

1.Project Management and Business Analysis: the dynamic duo

2.Mastering the Requirements

Agenda




Agenda


PMI®, From: Building Professionalism in Project Management®

To: Making project management indispensable for business results®

BUSINESS PROJECT

BUSINESS NEED

BUSINESS BENEFITS

CHANGE

SCOPE

DELIVERABLES

PROCESS

Business and Projects


PMNetwork® - December 2012

Are business users satisfied with IT Projects?

• 5% 3%

• 24% 15%

• 39% 32%

• 21% 27%

• 9% 20%

• 2% 3%

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


Recommended solution

• New solution: functional requirements (capabilities) and non-functional requirements (conditions)

• Transition: capabilities that the solution must have in order to facilitate transition from the current state of the enterprise to a desired future state

Product

Scope


Source Partnering for Success: An IIBA / PMI Joint

Collaboration, Elizabeth Larson, 2011

An IIBA / PMI joint research

• “The PM/BA is a peer-to-peer relationship… both play leadership roles in the organization. Both are accountable to the sponsor - the PM for leading the team and delivering the solution and the BA for ensuring that the solution meets the business need and aligns with business and project objectives. And both roles, equally, are required for project

success.”


Project Management and Business Analysis: the dynamic duo

BU

SIN

ES

S A

NA

LYS

IS

PROJECT MANAGEMENT


…Years ago, the sales force would sell a product… to a client, and then

move on to find another client. Today, the emphasis is on staying with

the client and looking for additional work…Source The Future of Project Management, 2009

- Prof. Harold Kerzner

From Traditional PM to Engagement PM

Traditional PM Engagement PM

Supplier Partner

Deliver project deliverables Support the client in delivering value to its customers

Near term value of the deliverables Long term value of the solutions

Separate EPM systems The client uses the partner’s EPM system




Agenda


BUSINESS

STAKEHOLDER

SOLUTION

+

I T O

+

TRANSITIONFORWARD TRACEABILITY

BACKWARD TRACEABILITY


>> Business Req. <<

•Business Need

•Project Objectives

•Metrics to measure the success

(Business Case)

•…

>> Stakeholder Req. <<

•Processes

•Activities

•Use Cases

•…+

>> Solution Req. <<

•Input – Transformation – Output

•Look and Feel

•Usability and Humanity

•Performance, Maintenance

•… I T O

+

>> Transition Req. <<

•Data Conversion

•Training

•Resources

•…

INIT

IAT

ING

PLA

NN

ING

, E

XE

CU

TIN

G,

MO

NIT

. &

CO

NT

R.


Mastering the project requirements (1)

1.

Preparing

2.

Eliciting

3.

Analyzing

4.

Approving

5.

Managing

INITIATING INITIATING

PLANNING PLANNING

EXECUTING

INITIATING

PLANNING

EXECUTING

MON. & CONT.

INITIATING

PLANNING

EXECUTING

MON. & CONT. MON. & CONT.

CLOSING

BUSINESS | STAKEHOLDER | SOLUTION | TRANSITION REQ.


INITIATING

PLANNING

BUSINESS

STAKEHOLDER

SOLUTION

TRANSITION

1.

PREPARING

2.

Eliciting

3.

Analyzing

4.

Approving

5.

Managing

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 Activities

4. Planning the BA Communication with the stakeholders

5. Establishing the procedures for Prioritizing, Approving,

Allocating, Managing changes to requirements



1. Preparing

• 1. Requirements Management Approach, describes at high level:

• Process & roles for BA

• BA deliverables

• BA techniques (for elicitation, analysis, etc.)

• Timing and frequency of stakeholder interaction

• Plan driven vs Change driven approach

• 5. Procedures:

• Prioritizing, Approving, Allocating, Managing changes


1.

Preparing

2.

ELICITING

1. Planning the elicitation process and preparing

the material (based on techniques)

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

INITIATING

PLANNING

BUSINESS

STAKEHOLDER

SOLUTION

TRANSITION

EXECUTING




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)

1.

Preparing

2.

Eliciting

3.

ANALYZING

4.

Approving

5.

Managing

MON. & CONT.

BUSINESS

STAKEHOLDER

SOLUTION

TRANSITION

PLANNING

STAKEHOLDER

SOLUTION

TRANSITION

EXECUTING

INITIATING

BUSINESS


Assess

Capability Gaps

Determine

Solution Approach

Define

Solution 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?


Define

Business Case

Define Business

Need

Modelling Business Requirements


The Benefit Logic


Modelling Stakeholder, Solution and Transition requirements

• The use of models for Solution and Transition Requirements will help introduce rigor

Entities

Attributes

Relationships

Processes

Business / Product Use Cases

Business / Product Scenario’s

INFORMATION STAKEHOLDERS

Business

Rules

Classes, Profiles, Roles

TRANSITION

Data

Organizational

change

Ongoing work


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.BUSINESS

STAKEHOLDER

SOLUTION

TRANSITION

PLANNING

STAKEHOLDER

SOLUTION

TRANSITION

EXECUTING

INITIATING

BUSINESS



1. Monitoring and Controlling BA performances

2. Managing Changes to requirements

3. Maintaining requirements for re-use (future

projects)

1.

Preparing

2.

Eliciting

3.

Analyzing

4.

Approving

5.

MANAGING

MON. & CONT.

CLOSING

BUSINESS

STAKEHOLDER

SOLUTION

TRANSITION


The Global View


After the project is closed

• Evaluate solution performances

1. Gather quantitative and qualitative performance information

– If necessary, identify more metrics

2. Make decision on solution evolution / replacement / elimination


Contacts

Michele maritato

•[email protected]

•[email protected]

•LinkedIn: it.linkedin.com/in/michelemaritato

•www.italy.iiba.org