04 pm&ba dynamic duo_mastering the requirements_maritato maritato_final2
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PM&BA-he dynamic duo: mastering the RequirementsTRANSCRIPT
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
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1.Project Management and Business Analysis: the dynamic duo
2.Mastering the Requirements
Agenda
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1.Project Management and Business Analysis: the dynamic duo
2.Mastering the Requirements
Agenda
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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
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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
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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
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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
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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.”
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Project Management and Business Analysis: the dynamic duo
BU
SIN
ES
S A
NA
LYS
IS
PROJECT MANAGEMENT
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…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
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1.Project Management and Business Analysis: the dynamic duo
2.Mastering the Requirements
Agenda
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BUSINESS
STAKEHOLDER
SOLUTION
+
I T O
+
TRANSITIONFORWARD TRACEABILITY
BACKWARD TRACEABILITY
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>> 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.
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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.
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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
Mastering the project requirements (2)
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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
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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
Mastering the project requirements (3)
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Mastering the project requirements (4)
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
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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?
Source BABOK® Guide – Version 2.0
Define
Business Case
Define Business
Need
Modelling Business Requirements
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The Benefit Logic
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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
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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.
Source BABOK® Guide – Version 2.0
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Mastering the project requirements (5)
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
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Mastering the project requirements (6)
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
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The Global View
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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
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Contacts
Michele maritato
•LinkedIn: it.linkedin.com/in/michelemaritato
•www.italy.iiba.org