the project manager as business analyst
DESCRIPTION
http://tinyurl.com/gkpmasba The project manager (PM) and business analyst (BA) have to be key allies in the management of any project. That can be difficult when project work is duplicated because of the overlapping tasks defined by the International Institute of Business Analysis (IIBA®) and the Project Management Institute (PMI®). Still, as long as roles are clearly defined and understood, the two can cooperate and collaborate, instead of competing. In this hour-long webinar, Global Knowledge instructor and PMP-certified project management expert Daniel Stober will explain how to delineate the roles. ABOUT THE PRESENTER: Dan Stober is a PMP-certified project manager with over ten years of experience managing projects. His experience includes managing projects for the U.S. government in the United States, Middle East, and Europe.TRANSCRIPT
The Project Manager as Business Analyst
Dan Stober
© 2014 Global Knowledge Training LLC. All rights reserved. 04/10/2023 Page 2
Today’s Objectives
After this webinar, you will have a more complete understanding of:• How the project manager (PM) and business
analyst (BA) competencies align• What is in the domain of the PM and of the BA• Why the PM and BA should work together• The importance of basic BA training for the PM
1-2
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What We’ll Cover
Organizational structure as a driverAlignment of competenciesRequirements charter vs. project charterProduct vision and scope vs. project scopeHow traceability helps the PM and the BALeadership roles of the PM and BASuggested training for the PM on BA
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Organizational Structure and Its Influence (PMI®)
FunctionalWeak Matrix
Balanced Matrix
Strong Matrix
Projectized
Project Manager’s Authority
Little or none Low Low to
moderateModerate to
highHigh to
almost total
Resource Availability
Little or none Low Low to
moderateModerate to
highHigh to
almost total
Who Manages the Project Budget
Functional manager
Functional manager Mixed Project
managerProject
manager
Project Manager’s Role
Part-time Part-time Full-time Full-time Full-time
Project Management Administrative Staff
Part-time Part-time Part-time Full-time Full-time
Organization Structure
Project Aspect
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fifth Edition, Project Management Institute, Inc., 2013, Figure 2-1, 22.
Matrix
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Project Stakeholders (PMI)
It is important to identify stakeholdersWho is or should be
involved?Who is external to the
organization?Who has “bought in”
and who has not? Who can influence the
projects performance or outcome?
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Stakeholders and Requirements
For projects (PMI)
A stakeholder is anyone who has a vested interest in the project or product
For requirements elicitation (IIBA)
There is specific interest in any stakeholder who can provide requirements directly or knows where to get the requirements
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Executive/Management Stakeholders (IIBA®)
Executives provide:Business requirementsDirection the enterprise is heading
Managers and department leaders:May have insight into problems and ideas for potential
solutions within their sphere of influenceKnow the “why” but not the “how”Can create requirements conflictsMay provide key NFRs such as look and feel,
performance, cultural, and legalAre familiar with key business documents containing
policies and business rules
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Technical Stakeholders
Can include SMEs or managers Understand the needs of the design team Can provide many NFRs (reliability, availability, etc.) Can provide functional requirements for technical
functions Can translate business functional requirements into
technical terms Can provide technical constraints and implementation
requirements Are familiar with key technical standards documents
and system interfaces May have insight into problems and ideas for potential
solutions within their work environment
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Secondary Sources
Technical standardsBusiness documents
Policies and proceduresProcess documentationBusiness rules
Websites and knowledge databasesSystem interface documentationLegacy systems
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Stakeholder Management Plan (PMI)
Stakeholder communication requirements
Information to be communicated (format, content, level of detail, etc.)
Interrelationships among stakeholders
Expected impact of engagement
Scope and impact of change to stakeholders
Desired and current levels of engagement
Includes:
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Elicitation Plan (IIBA, BABOK®)
PurposeOrganizes elicitation eventsKey schedule for elicitation team
ContentsDocumentation of all planned and executed
elicitation eventsPart of requirements communication planFor each event
Event type Event description Participants Logistics
Schedule and status Questions to be answered Archive file name
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Collect Requirements Process (PMI)
Scope management plan
Requirements management plan (output from Define Scope)
Stakeholder management plan
Project charter
Stakeholder register
Interviews
Focus groups
Facilitated workshops
Group creativity techniques
Group decision-making techniques
Questionnaires and surveys
Observations
Prototypes
Benchmarking
Context diagrams
Document analysis
Requirements documentation
Requirements traceability matrix
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fifth Edition, Project Management Institute, Inc., 2013, Figure 5-4, 111.
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Purpose of a Requirements Charter
Defines the work and deliverables of the requirements team
Provides focus for the requirements team Is a communications tool for stakeholders and
executivesProvides a common understanding between the BA
and the PMContains a record of requirements efforts for the
BA
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Contents of a Requirements Charter
Business needProduct descriptionProduct: in scope/out of scopeRequirements development scope: work of the teamRequirements development deliverablesRequirements development resourcesRequirements development milestonesRequirements riskBAPM
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Outputs
Project Charter: Components
Project purpose or justification
Measurable objectives or goals
High-level requirements
High-level project description
High-level project boundaries
Summary milestone schedule
Summary budget
Initial assumptions and constraints
Project manager’s name, responsibility, and authority level
Project approval requirements (signatures and acceptance)
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Why Is the Charter Important?
Gives the project manager authority
Formally recognizes the projectStates project goals and
objectivesCommits the organization’s
resources to the project Is signed by the sponsor
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Characteristics of Well-Written Requirements
AllocatableAttainableCompleteConsistentCorrectNot a solutionFeasible
TestableNecessaryPrioritizedTraceableUnambiguousUnderstandableVerifiable
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Requirements Analysis Activities and Techniques
Activities include:Solution decomposition: goals, features, functionsAnalysis of stakeholder requirementsAnalysis of functional requirementsAnalysis of nonfunctional requirementsDetermination of assumptions and constraints
Techniques include:Business process analysisProcess and data modeling
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Requirements Communication Activities (IIBA)
Create a requirements communication planManage requirements conflictsDetermine appropriate requirement package for:
Stakeholder requirementsSolution requirements
Present requirementsHold meetings for
reviewing requirements Obtain signoff for the
requirements
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Communications Management Plan (PMI)
Stakeholder communication requirements
Information to be communicated (format, content, level of detail, etc.)
Reason for communication
Time frame and frequency
Person responsible for communication
Person responsible for authorizing communication
Who will be the receivers
Includes:
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Communications Management Plan (PMI)
Methods/technology
Escalation process
Methods of updating
Glossary of common terms
Flow chart
Constraints
Guidelines for project status/team meetings, emails, and e-meetings
Includes:
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Scope Definition Activities
1. Identify business requirements or goals
2. Elicit information from key stakeholders about: Current environment What needs to be changed
3. Document the current environment with a business use case diagram
4. Highlight the proposed scope on the business use case diagram
5. Develop and present the business case
6. Make the decision to proceed
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Overview of Project Scope Management
Product Scope vs. Project Scope
Project scope
Work needed to deliver the product
Work measured against project management plan
Product scope
Features making up the product:
Conditions Capabilities
Features measured against predefined requirements
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Define Scope Process
Project Scope Statement
Product scope description
Project deliverables
Project boundaries (inclusions and exclusions)
Product acceptance criteria
Project constraints
Project assumptions
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Why Trace?
Links back to business needsReduces risk of dropping requirements Reduces risk of adding unnecessary requirements Helps evaluation of potential impact of proposed
changesTraces test cases or scenarios to requirements Ensures that requirements are met
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Interaction Skills
Facilitation Negotiation Leadership Influencing Motivating
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Takeaways for PMs
Work with your BA (if you have one or more)Know your limitations if you are not trainedSet expectations and shape perceptions
(stakeholder management)
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Learn More
Recommended Global Knowledge Courses
Business Analysis Essentials Business Process Analysis Requirements Development,
Documentation and Management
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