Business Analysis & Portfolio ManagementBusiness Analysis & Portfolio ManagementBusiness Analysis & Portfolio ManagementBusiness Analysis & Portfolio Management::::Building a methodological framework to achieve
organizational strategies and success
Michele Maritato – Director, IIBA
26 February 2015
Who We Are
• Connect over 28,000 Members, nearly 225
Corporate Members and over 110 Chapters
• We are and will continue to:
- be the recognized global thought leader
- be dedicated to elevating the role of business analysis
- provide access to relevant tools, resources, events &
connections
• As the voice of the BA community, IIBA supports the
recognition of the profession, and works to maintain standards
for the practice and certification
Core Purpose
“To unite a community of
professionals to create better
business outcomes”
Board of Directors - Representing the Members
• The Board of Directors is comprised of 13 Members and represents the business community from around the world
• The current members of the IIBA Board of Directors are
• Michael Augello, Chair• Teresa Cheung• Ken Fulmer, Vice Chair• Sarah Gibson• Kathleen B. (Kitty) Hass• Jonathan Kupersmith• Leena Malik
• Michele Maritato• Indira (Indy) Mitra • Esther Mui• Judy Munro• Guy Pearce• Tony Tarantelli
• Committed to listening, responding and leading the BA community
Strategic Priorities • New Strategic Plan launched in November 2014• Five new pillars – built on a foundation of operational
excellence
• For more information, visit www.iiba.org/strategicplan
Business Analysis & Portfolio
Management: Building a methodological
framework to achieve organizational
strategies and success
Business & Implementation
Business Implementation
Strategy, Idea of Investment
Problem or Opportunity
WHY
BENEFITS
CHANGE
WHAT
DELIVERABLES
HOW
Implement the Strategy /
Change
Main Causes of Project Failure
• Incomplete Requirements 13.1%
• Failure to involve users 12.4%
• Lack of resources 10.6%
• Unrealistic expectations 9.9%
• Lack of management support 9.3%
• Requirements change 8.7%
• Lack planning 8.1%
• Was no longer needed 7.5%
Source: Standish Group (+8000 projects)
Over 50% of causes for project failure is due to mistakes in
understanding and engaging the stakeholders!
Use of Developed Features
Source: Standish Group – chaos report
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
“Are business users satisfied with IT Projects?”
Source: PMNetwork® - December 2012
5% 3%
24% 15%
39% 32%
21% 27%
9% 20%
2% 3%
Completely satisfied
Very satisfied
Moderately satisfied
Slightly satisfied
Not at all satisfied
Didn’t know
Any fool can know. The point is to understand.
How can we enable and enforce the link between the Business
and Implementation sides?
What is Business Analysis?• “The practice of enabling change in
an organizational context by defining
needs and recommending solutions
that deliver value to stakeholders”
• A Business Analyst act as a liaison:
• Among business stakeholders
• Between business and
implementation stakeholders
Source: BABOK® Guide
Business Analysis Positioning
• 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• Support
Project/Operations
• Business Analyst
• Service Analyst
Business & Implementation
Strategy
- Project
Activities
Programs
- Recurring
Activities
Projects
Results
Portfolio
Operations
PM and BA: The Dynamic DuoB
US
INE
SS
AN
ALY
SIS
Por/Prg/Prj MANAGEMENT
Business Implementation
WHY
BENEFITS
CHANGE
WHAT
DELIVERABLES
HOW
Strategy, Idea of Investment
Problem or Opportunity
Implement the Strategy /
Change
Business Analysis Planning and Monitoring
Enterprise
Analysis
Solution
Assessment &
Validation
Requirements
Analysis
Elicitation
Requirements
Managem. &
Communicat.
Underlying
Competencies
Business
Requirements
Stakeholder, Solution
Requirements
Transition Requirements
The BABOK® Guide FrameworkSource: BABOK® Guide – Version 2.0
Portfolio Management
Source MoP®
5.1 Define Business
Need
5.2 Assess
Capability Gaps
5.3 Determine
Solution
Approach
5.4 Define
Solution Scope
What is the business
problem-opportunity?
What capabilities do we
need?
How do we want to fill the
gaps?
What are the solution
components?
What are costs, benefits
and risks?Source BABOK® Guide – Version 2.0
5.5 Define
Business Case
Enterprise Analysis
Portfolio
Definition
Portfolio
Delivery
Traceability
• Business Requirements
• Stakeholder Requirements
• Solution Requirements
• Transition Requirements
Portfolio
Program
Project
Portfolio
Definition
Portfolio
Delivery
Stakeholder importance
Co
st r
ati
ng
Prioritize Requirements
1
24
3
L
H
H
Portfolio
Definition
Portfolio
Delivery
And Many Other Benefits•Verifiy Requirements, improve quality of project deliverables
•Validate Requirements, maximize the value of portfolio components
•Improved Business stakeholders engagement
•Improved Portfolio Risk Management
•Maintaining Requirements for re-use, improve implementation efficiency
•Evaluate Solution Performance, improve portfolio alignment
•Less Change Requests (CRs), as indirect effect
•CRs assessed against business needs; justified budget increase
☺ Michele Maritato
� +39.335.5468934
www.iiba.org
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