brule.glenn
TRANSCRIPT
www.esi-intl.com
Glenn R. BrûléDirector of Client Solutions
From the “Triple Constrained” to the “Triple Cs”: How Stakeholders, Project Managers and Business Analysts Can Improve Their Collaboration, Cooperation and Coordination
building talent, driving results 2
Agenda
C3Distinct Roles The Output
Distinct Roles
building talent, driving results
Distinct Roles
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Business Goals & Objectives
Distinct Roles
1PMI®, A Guide to the Project Management Body of Knowledge (PMBOK® Guide)2IIBA™, Business Analysis Body of Knowledge® (BABOK®)
building talent, driving results
Business Acumen
ProcessMgmt
EnterpriseAnalysis
BusinessAnalysis
ExecutiveGovernance
Organizational Change Mgmt/Leadership
Through a PM’s Eyes
PortfolioMgmt
ProgramMgmt
ProjectMgmt
Information Technology
EnterpriseArchitecture
Contract & Vendor Management
Outputs:Business Results
Inputs:Methodologies(Agile, Lean/Six Sigma, ITIL, etc.)
Distinct Roles
building talent, driving results
EnterpriseAnalysis
Business Analysis
Governance
The World According to the BA
Enterprise ArchitectureSOA
PortfolioManagement
ProgramManagement
ProcessManagement
Project Management
Critical Thinking &Problem Solving
FinancialConsideration
OrganizationalChange
Establishing aBusiness Mindset
High ImpactCommunication
Facilitation SkillsTact
ical
Stra
tegi
c
Change Management
ITIL, RUP, AGIL, LEAN,SIX Sigma, CMMI
Distinct Roles
building talent, driving results
Through a Stakeholder’s Eyes
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I already know what the
solution is!I have a problem
/idea
I have a problem
/idea
How much will it cost?How much will it cost?
When can I have it?
When can I have it?
Who will help me?Who will help me?
It’s my prerogative to change my mind!
It’s my prerogative to change my mind!
Distinct Roles
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A Tricky Balancing Act… Distinct Roles
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Cogs in the Wheel
Strategic Perspective –Strategy, goals and objectives
Personal Perspective –personal goals, style and capabilities
Interpersonal Perspective –one-to-one and one-to-many communication and interaction
Operational Perspective –processes, systems, procedures and structures
Distinct Roles
The Output
building talent, driving results
Where is the Balance? The Output
Project Management
ResponsibilitiesIntegration
ScopeTimeCost
QualityRiskHR
CommunicationProcurement ??
Business Analyst
ResponsibilitiesEnterprise Analysis
Requirements Planning& Management
ElicitationAnalysis & DesignCommunication
Solution Assessment &Validation
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Where is the Balance?
Integration
HR
Time
Quality
Risk
Communication
Scope
Procurement
Project Management Business Analysis
Enterprise Analysis
Elicitation
Analysis & Design
Communication
Solution Assessment& Validation
Planning & Management
The Output
building talent, driving results
Summary of Our Individual and Collective Responsibilities
Project Managers Business AnalystsConcerned with overall project success Concerned with overall product success
Manages project according to the triple constraints:time, cost, quality/scope
Manages the product according to its “triple”deliverables: traceability, verifiable, visible
Demonstrates competencies as defined by the PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
Demonstrates competencies defined by the International Institute of Business Analysis’ Business Analysis Body of Knowledge® (BABOK®)
Has obtained certification status: Project Management Professional (PMP®)
Has obtained certification status: Certified Business Analysis Professional™ (CBAP™)
Defines project scope Defines product scope and works with PM to refine project scope if necessary
Concerned with scheduling and cost control Defines identifies stakeholders and multiple solution options after conducting enterprise analysis
Manages change request process Defines requirements necessary to support proposed change requests
Assess and evaluates overall project/organizational risk
Assess and evaluates overall customer and client risks based on requirements/deliverables
The Output
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The PM and BA Points of “Contention”
Five Main Areas:Planning — project schedule development (project vs. analysis work plan)Scope management (requirements management)Identifying risks associated with the project WBS Work Breakdown Structured deliverables (project vs. product)Communication with stakeholders ―who’s in charge?
The Output
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Measures of Success
All projects are concerned with the creation of deliverablesAll requirements must be tied to one or more deliverablesAll deliverables must be tied to the overall scope of the projectScope of the project must be tied to the overall business goals and objectives
If all the deliverables have the characteristics depicted in the adjacent graphic, you have achieved BA success, thus adding to project success!
Time Cost
Scope
Specific Visible
Measurable
The Output
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Here’s a Project that Really Worked!
Special Purpose Dexterous Manipulator-SPDM– Otherwise known as the Canadarm
$100M Canadian Space Agency Project for contribution to the International Space AgencyWon a PMI’s regional project of the year awardThe project was based on a risk management approach
The Output
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It’s All About Teamwork! The Output
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Cogs in the Wheel
Strategic Perspective –Strategy, goals and objectives
Personal Perspective –personal goals, style and capabilities
Interpersonal Perspective –one-to-one and one-to-many communication and interaction
Operational Perspective –processes, systems, procedures and structures
The Output
building talent, driving results
Decomposing the Overlaps
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The Output
building talent, driving results
Output and Artifacts
Phase Output / ArtifactsGoals & Objectives Typically, financial deliverables that would allow an organization to fulfill its financial
obligations and its obligations to deliver goods and services to its clients
Planning Identify deliverables to be produced, resources to produce them, methods to use to produce them, coordination with other dependant projects. Stakeholder identification, Stakeholder Elicitation Plans, Glossary of Terms, Vision Statement, organizational risk management plan, change control systems, metrics and reporting, traceability
Enterprise Analysis Business Architecture Documents, results of feasibility study effort, product and project scope statements, business case/financial analysis, organizational risk management plan refined
Solution Acceptance or Rejection
Allocation of funding and resources to support the approved engagement
Planning Identify deliverables to be produced, resources to produce them, methods to use to produce them, co-ordination with other dependant projects. Stakeholder identification, Stakeholder Elicitation Plans, Glossary of Terms, Vision Statement, organizational risk management plan, change control systems, metrics and reporting, traceability
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The Output
building talent, driving results
Output and Artifacts…cont’d
Phase Output / ArtifactsAnalysis Documentation validating requirements using a variety of modeling techniques. Defines
capability of proposed solution, determines gaps to be considered in solution compared to current state. Requirements at this point can be assessed and validated for priority and amount of risk they may impose upon the solution. We would also define their usability / non-functional requirements and the impact they may have on the solution.
Design Iterations, story boards, prototypes – vertical or horizontal in nature
Test Assess requirements coverage, ensure that original needs are linked back to business goals and objectives. Issue and defect reporting.
Deployment Training materials, user guides, all artifacts related to the verification and validation / testing of the solution
Transition Proposed phases for up-grades, point released, close out package
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The Output
building talent, driving results
A Closer Look…Enterprise Analysis
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Stakeholder
Based on strategic goals and objectives, works with PM & BA to begin identifying “As-Is” state of the organization
Provides input via facilitated sessions, surveys and other elicitation means
Validates that both product and project scope are consistently in alignment with overall G&O
Provides input of current cash flows, expenditures and willingness to take on financial expenditures
Works with PM & BA to collaborate on organizational risks and benefits
Assesses and evaluates the contents of the package works with the PM and the BA to prepare the documentation for the Portfolio Management Committee
Business Analyst
Begins to create domain models & context diagrams
Facilitates sessions for the elicitation of high-level business requirements
Though facilitation techniques, decomposes solution options with PM to determine both product and project
Quantification of data collected using various techniques such as SWOT, GAP and Root Cause Analysis techniques
Identifies requirements risk an impact on the solution
Prepares the package with the right information and right audience to evaluate and approve of proposed solution
Project Manager
Collaborates with the BA on resources and effort required to act
Assign resources, vendors, etc, to help with the facilitation and data collection and compilation
Works with BA through various facilitated session do create a high-level WBS & PBS
Works with PM to realize overall costs to implement solution considering effort and resources
Works with BA to understand risk response strategies
Works with the BA to present the package(s) from their respective view points
BusinessArchitecture
ConductFeasibility
Study
DetermineProjectScope
Prepare theBusiness
Case
Conduct InitialRisk
Assessment
Preparethe Decision
Package
The Output
C³
building talent, driving results
Tactically Strategic
Up-front collaborative planning– Vision Statement– Glossary of Terms– Stakeholder Profiles– Stakeholder Elicitation Plans– High level risk assessment for project
Appreciation and understanding of respective disciplinesUnderstanding of output and interdependencies of outputConsistent and structured approach to execution of deliverables
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C3
