pm-ba dynamic duo
TRANSCRIPT
PMI®, PMP®, CAPM®, PMBOK®, PgMPSM, OPM3® are either marks or registered marks of Project Management Institute, Inc. The PMI R.E.P. logo is a registered mark of the Project Management Institute, Inc. BABOK®, BusinessAnalysis Body of Knowledge®, IIBA®, and the IIBA® logo are registered trademarks owned by International Institute of Business Analysis. CBAP® and the CBAP logo are registered certification marks owned by InternationalInstitute of Business Analysis. Certified Business Analysis ProfessionalTM, EEPTM and the EEP logo are trademarks owned by International Institute of Business Analysis. The IIBA® chapter logo, IIBA® Associate Sponsor logo,IIBA® Corporate Sponsor logo, IIBA® Industry Sponsor logo, and IIBA® member logo are logos owned by International Institute of Business Analysis. These trademarks are used with the express permission of InternationalInstitute of Business Analysis.
PM-BA, the dynamic duothe origins, evolution and state of the art
Michele MaritatoMBA, PMP, PMI-RMP, CBAP, CSM, PSM-I, PSPO-I, PMI-ACP
Athens, 29/11/2016
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Agenda
1. Project Management and Business Analysis:the dynamic duo
2. Mastering the Project Requirements
3. Case study
PMI®, PMP®, CAPM®, PMBOK®, PgMPSM, OPM3® are either marks or registered marks of Project Management Institute, Inc. The PMI R.E.P. logo is aregistered mark of the Project Management Institute, Inc. BABOK®, Business Analysis Body of Knowledge®, IIBA®, and the IIBA® logo are registeredtrademarks owned by International Institute of Business Analysis. CBAP® and the CBAP logo are registered certification marks owned by International Instituteof Business Analysis. Certified Business Analysis ProfessionalTM, EEPTM and the EEP logo are trademarks owned by International Institute of BusinessAnalysis. The IIBA® chapter logo, IIBA® Associate Sponsor logo, IIBA® Corporate Sponsor logo, IIBA® Industry Sponsor logo, and IIBA® member logo are logosowned by International Institute of Business Analysis. These trademarks are used with the express permission of International Institute of Business Analysis.
www.pm-progetti.it © PMProgetti Srl [email protected] 3
Agenda
1. Project Management and Business Analysis:the dynamic duo
2. Mastering the Project Requirements
3. Case study
PMI®, PMP®, CAPM®, PMBOK®, PgMPSM, OPM3® are either marks or registered marks of Project Management Institute, Inc. The PMI R.E.P. logo is aregistered mark of the Project Management Institute, Inc. BABOK®, Business Analysis Body of Knowledge®, IIBA®, and the IIBA® logo are registeredtrademarks owned by International Institute of Business Analysis. CBAP® and the CBAP logo are registered certification marks owned by International Instituteof Business Analysis. Certified Business Analysis ProfessionalTM, EEPTM and the EEP logo are trademarks owned by International Institute of BusinessAnalysis. The IIBA® chapter logo, IIBA® Associate Sponsor logo, IIBA® Corporate Sponsor logo, IIBA® Industry Sponsor logo, and IIBA® member logo are logosowned by International Institute of Business Analysis. These trademarks are used with the express permission of International Institute of Business Analysis.
In 2008…
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Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements Case study
Business Need,Business Plan,Business Case
Project Charter,Project Plan,Would I…?
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PMI®, From: Building Professionalism in Project Management®To: Making project management indispensable for business results®
Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements Case study
BUSINESS NEED
BUSINESS BENEFITS
CHANGE
SCOPE
DELIVERABLES
PROCESS
BUSINESS PROJECT
Business and Projects
Chaos Report, Standish GroupProject success is rare
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Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements Case study
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Chaos Report, Standish GroupCauses of failure in IT projects
Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements
Incomplete requirements 13,1 %
End users not engaged 12,4 %
Lack of resources 10,6 %
Unrealistic expectations 9,9 %
Lack of support from top management 9,3 %
Change in requirements 8,7 %
Lack of planning 8,1 %
Did not need anymore 7,5 %
Case study
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Chaos Report, Standish GroupImplemented features, how often they are used?
Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements Case study
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PMNetwork® - December 2012Are 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
Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements Case study
Some discoveries
Collecting requirements is not a process, it is a Profession Project Managers and Business Analysts have different
«heads» Project Managers are problem solvers Business Analysts are researchers
Project Managers do not necessarily have businessknowledge and/or business analysis skills
Project Managers do not always have time for managingstakeholders expectations, especially at project execution
When we centralize all accountabilities under a uniqueperson, we are disengaging the other resources
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Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements Case study
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What is Business Analysis
Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements
Business Analysis is the practiceof enabling change in anenterprise by defining needs andrecommending solutions thatdeliver value to stakeholders
BABOK® Guide – 3° edition
Case study
BA
Bus
ines
s St
akeh
olde
rs Developm
ent Team
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BUSI
NES
S AN
ALYS
IS
PROJECT MANAGEMENT
Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements
Project Management and Business Analysis:the dynamic duo
Case study
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The Babok Guide
Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements Case study
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Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements
The position of PMI®
Case study
Business Analysts in the organization
Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements Case study
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• 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• SupportProject/Operations
• Business Analyst• Service Analyst
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Agenda
1. Project Management and Business Analysis:the dynamic duo
2. Mastering the Project Requirements
3. Case study
PMI®, PMP®, CAPM®, PMBOK®, PgMPSM, OPM3® are either marks or registered marks of Project Management Institute, Inc. The PMI R.E.P. logo is aregistered mark of the Project Management Institute, Inc. BABOK®, Business Analysis Body of Knowledge®, IIBA®, and the IIBA® logo are registeredtrademarks owned by International Institute of Business Analysis. CBAP® and the CBAP logo are registered certification marks owned by International Instituteof Business Analysis. Certified Business Analysis ProfessionalTM, EEPTM and the EEP logo are trademarks owned by International Institute of BusinessAnalysis. The IIBA® chapter logo, IIBA® Associate Sponsor logo, IIBA® Corporate Sponsor logo, IIBA® Industry Sponsor logo, and IIBA® member logo are logosowned by International Institute of Business Analysis. These trademarks are used with the express permission of International Institute of Business Analysis.
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BUSINESSSTAKEHOLDER
SOLUTION
The classification of requirements (1)
+
I T O
+
TRANSITION
Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements Case study
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The classification of requirements (2)
Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements
>> 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
IATI
NG
PLAN
NIN
G, E
XEC
UTI
NG
, MO
NIT
. & C
ON
TR.
Case study
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Mastering the project requirements (1)
1.Preparing
2.Eliciting
3.Analyzing
4.Approving
5.Managing
INITIATING INITIATING INITIATING INITIATING
PLANNING PLANNING
EXECUTING
PLANNING
EXECUTING
MON. & CONT.
PLANNING
EXECUTING
MON. & CONT. MON. & CONT.
CLOSING
STAKEHOLDER | SOLUTION | TRANSITION REQUIREMENTS
Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements Case study
BUSINESS | STAKEHOLDER REQUIREMENTS
Integrating the Babok Guide with Scrumwww.slideshare.net/mmaritato/ba-agile-michelemaritatov2
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Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements Case study
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Agenda
1. Project Management and Business Analysis:the dynamic duo
2. Mastering the Project Requirements
3. Case study
PMI®, PMP®, CAPM®, PMBOK®, PgMPSM, OPM3® are either marks or registered marks of Project Management Institute, Inc. The PMI R.E.P. logo is aregistered mark of the Project Management Institute, Inc. BABOK®, Business Analysis Body of Knowledge®, IIBA®, and the IIBA® logo are registeredtrademarks owned by International Institute of Business Analysis. CBAP® and the CBAP logo are registered certification marks owned by International Instituteof Business Analysis. Certified Business Analysis ProfessionalTM, EEPTM and the EEP logo are trademarks owned by International Institute of BusinessAnalysis. The IIBA® chapter logo, IIBA® Associate Sponsor logo, IIBA® Corporate Sponsor logo, IIBA® Industry Sponsor logo, and IIBA® member logo are logosowned by International Institute of Business Analysis. These trademarks are used with the express permission of International Institute of Business Analysis.
ContractManag. Training
ad hoc
BusinessAnalysis
ProjectManag.
Qualitative Risk analysis can lead to a number to be used torank the project in comparison to other
P1
P2
P3
Com
plex
ity E
valu
ator
Projects/Contracts8,5
5
2,5
PMOAssignment
Risk
Key Indicator
Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements Case study
The PMO in Telecom Italia
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First PBM(Project
BusinessManager)
High PotentialResources
Certification PMP®
Resources not yet certified
CB
AP®
cert
ifica
tion
The evolutionary roadmap expresses the evolution of theProject Manager in Telecom Italia with a view to acquire the
entire lifecycle responsibility (E2E) project
Standard PMO Advanced PMO
PMP®
1
2
3
4
5
2 3 4 5
DEBOLITECNICAMENTE
DEBOLISSIMI
“NEL RUOLO”
ECCELLENTI
INSICURI,PREVALENTEMENTE
CON VOGLIA DIMIGLIORARE
CAMPIONI
COMPETENTI,MOLTO POCO
CAPACI E MOLTODEMOTIVATI
COMPETENTI, POCO CAPACI E DEMOTIVATI
COMPETENTI, MOTIVATI E POCO CAPACI
COMPETENTI CAPACI E DEMOTIVATI
1
2
3
4
5
2 3 4 5
DEBOLITECNICAMENTE
DEBOLISSIMI
“NEL RUOLO”
ECCELLENTI
INSICURI,PREVALENTEMENTE
CON VOGLIA DIMIGLIORARE
CAMPIONI
COMPETENTI,MOLTO POCO
CAPACI E MOLTODEMOTIVATI
COMPETENTI, POCO CAPACI E DEMOTIVATI
COMPETENTI, MOTIVATI E POCO CAPACI
COMPETENTI CAPACI E DEMOTIVATI
DEBOLITECNICAMENTE
DEBOLISSIMI
“NEL RUOLO”
ECCELLENTI
INSICURI,PREVALENTEMENTE
CON VOGLIA DIMIGLIORARE
CAMPIONI
COMPETENTI,MOLTO POCO
CAPACI E MOLTODEMOTIVATI
COMPETENTI, POCO CAPACI E DEMOTIVATI
COMPETENTI, MOTIVATI E POCO CAPACI
COMPETENTI CAPACI E DEMOTIVATI
Assessment by third party
Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements Case study
The evolution of the role (1)
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Proj
ect B
usin
ess
Man
ager
Proj
ect
Man
ager
ProjectManagement
business oriented
Busi
ness
Ana
lyst
Integration ofProjectManagement andBusiness Analysisin a single visionand responsibility
Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements Case study
A new professional approach to ensure: Management of project with full responsibility for achieving the objectives Understanding the customer's business system and improve the ability to
seize new business opportunities Project Management and Business Analysis capabilities to provide
solutions to fulfill the customer’s business needs
The evolution of the role (2)
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Not a Superman but theexpression of optimization andintegration of PM and BA skills
“…..why not get two rolesfilled for the price of onesalary?
Business process organizations(BPOs) in India are investing heavily in building business analysiscapabilities in response to their clients’ deficiencies in the field. It’s awin-win for BPOs and their customers since the process of sellingbundled software development, project management and businessanalysis services as an entire package improves project outcomesand mitigates project risks.”
Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements Case study
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The evolution of the role (3)
Source Glenn R. Brûlé “Top 10 key Business Analysis Trends For 2012”
Engagement Project Management
…Years ago, the sales force would sell a product… to a client, andthen move on to find another client. Today, the emphasis is on stayingwith the client and looking for additional work…
Source: The Future of Project Management, 2009 - Prof. Harold Kerzner
Traditional PM Engagement PMSupplier Partner
Deliver project deliverables Support the client in deliveringvalue to its customers
Near term value of thedeliverables
Long term value of thesolutions
Separate EPM systems The client uses the partner’sEPM system
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Project Management & BusinessAnalysis: the dynamic duo
Mastering theProject Requirements Case study
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