Delivering Maximum Value Through Effective Business Analysis
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

Delivering Maximum Value Through Effective Business Analysis

on

  • 1,984 views

 

Statistics

Views

Total Views
1,984
Views on SlideShare
1,984
Embed Views
0

Actions

Likes
1
Downloads
139
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Delivering Maximum Value Through Effective Business Analysis Document Transcript

  • 1. 9/18/12   Delivering Maximum Value Through Effective Business Analysis John Parker, CEO Enfocus Solutions Inc. www.enfocussolutions.com©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     0   The  Problem   Most  IT  Projects  Deliver  Li2le  or  No  Business  Value   •  Too  many  failed  or  challenged  projects.   •  Significant  func:onality  is  developed  but  never  used.   •  Projects  seldom  deliver  benefits  iden:fied  in  the   business  case.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     1   1  
  • 2. 9/18/12   Project  Success  Rates   Failed,  24%   Successful,  32%   Challenged,  44%   Source:  Standish  Chaos  Report,  2009  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     2   Project  Success  Rates   Original   Waterfall   Agile   Category   DescripJon   1994   2011   2011   Completed  on  +me  and  budget,     Successful   with  all  features  and  func+ons     16%   14%   42%   Project     as  specified.     Completed,  but  were  over  budget,   Challenged   late,  or  lacking  some  originally-­‐ 53%   57%   49%   Project     specified    features  and  func+ons.   Project   Abandoned  or  cancelled  at  some   Impaired/ 31%   29%   9%   point  and  thus  became  a  total  loss.   Failed     Source:  Standish  Group  Chaos  Reports  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     3   2  
  • 3. 9/18/12   It  Gets  Worse!!!   The  following  projects  would  have  been  considered  successful  if   they  had  delivered  all  planned  scope  on-­‐:me  and  on  budget  using   the  CHAOS  criteria,  but  …   •  Solu:on  was  ul:mately  not  used  and  withdrawn  because  of   lack  of  user  adop:on   •  Solu:on  did  not  deliver  on  business  case   •  Solu:on  did  not  deliver  expected  business  benefits   •  Solu:on  had    poor  usability,  poor  performance,  or  high  error   rates  requiring  rework  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     4   Waste:  45%  of  FuncJonality  is  never  used   Source:  Standish  Group  Report  at  XP  Conference  2002  by  Jim  Johnson     5  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     3  
  • 4. 9/18/12   Where  are  the  Benefits?   •  “78%  of  Informa:on  Systems  projects  failed  to  realize  even  50%   of  the  originally  iden:fied  benefits.”      Source:  Management  Today   •  “Only  40%  of  CFOs  find  that  their  IT  investments  are  producing   the  returns  they  expected.  ”          Source:  Gartner,  How  to  Op+mize  IT  Investment  Decisions   •  “30-­‐40%  of  systems  to  support  business  change  deliver  no   benefit  whatsoever.”      Source:  OGC,  Successful  Delivery  Toolkit  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     6   The  Culprit   Most  Projects  Deliver  Li2le  or  No  Business  Value   Poor  business  analysis  is  at  the  root  of  most  project  failures.   o  Poor  requirements   o  Poor  communica:ons  between  business  and  development  teams.   o  Business  cases  are  mostly  used  to  secure  funding  and  are  not  used  to   manage  project  outcomes.   o  Low  business  analysis  maturity  levels  for  most  organiza:ons   o  There  is  serious  lack  of  tools  to  support  business  analysis.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     7   4  
  • 5. 9/18/12   Top  3  Reasons  for  Challenged  Projects   1.  Lack  of  User  Input   2.  Incomplete  Requirements   3.  Changing  Requirements   All  of  these  are  symptoms  of   Poor  Business  Analysis   Source:  Standish  Chaos  Report,  2011  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     8   The  Cost  of  Poor  Business  Analysis   1.  Companies  with  poor  business  analysis  capability  will  have  three  :mes  as  many  project   failures  as  successes.   2.  68%  of  companies  are  more  likely  to  have  a  marginal  project  or  outright  failure  than  a   success  due  to  the  way  they  approach  business  analysis.  In  fact,  50%  of  this  group’s   projects  were  “runaways”  which  had  any  2  of  the  following:     •  Taking  over  180%  of  target  :me  to  deliver.   •  Consuming  in  excess  of  160%  of  es:mated  budget.   •  Delivering  under  70%  of  the  target  required  func:onality.   3.  Companies  pay  a  premium  of  as  much  as  60%  on  :me  and  budget  when  they  use  poor   requirements  prac:ces  on  their  projects.   4.  Over  41%  of  the  IT  development  budget  for  sofware,  staff,  and  external  professional   services  will  be  consumed  by  poor  requirements  at  the  average  company  using  average   analysts  versus  the  op:mal  organiza:on.   5.  The  vast  majority  of  projects  surveyed  did  not  uJlize  sufficient  business  analysis  skills  to   consistently  bring  projects  in  on  :me  and  budget.  The  level  of  competency  required  is   higher  than  that  employed  within  projects  for  70%  of  the  companies  surveyed.         Source:  Business  Analysis  Benchmark,  IAG  Consul:ng      ©    Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     9   5  
  • 6. 9/18/12   EffecJve  Business  Analysis  Must  Address  SoluJon   Planning,  SoluJon  Delivery  and  Benefits  RealizaJon   SoluJon  Planning   •  Business  Case   •  Solu+on  Scope   •  Requirements   SoluJon  Delivery  (Cost,  Scope,  Schedule  and  Quality)   •  Monitors  project  delivery  (on-­‐+me,  on-­‐budget,  delivers  all  scope  and  meets   quality  objec+ves).   •  Ensures  the  solu:on  meets  requirements.   •  Monitors  user  and  stakeholder  engagement  and  par:cipa:on.   Benefits  RealizaJon   •  Ensures  that  expected  business  outcomes  are  achieved  (e.g.,  revenues,  costs   savings,  customer  sa+sfac+on,  growth/market  share,  etc.).   •  Requires  clear  measurement  and  repor:ng  well  afer  the  project  has     been  delivered.     •  Focuses  on  Key  Performance  Indicators  (KPI)  and  works  best  when  accountable   business  owners  have  KPI’s  locked  in  scorecards  or  business  plan  targets.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     10   Business  Analysis  is  Much  More  than  Requirements   Requirements   Enterprise  Analysis   •  Requirements  Elicita:on   •  Problem  Analysis   •  Requirements  Development   •  Business  Case     •  Requirements  Management   OrganizaJon  and  Process  Change   •  Business  Process  Modeling   •  Business  Process    Improvement   •  Stakeholder  Analysis  and  Communica:ons   •  Organiza:onal  Readiness   •  Organiza:onal  Change  Management   Manage  Delivery  of  Value   •  Solu:on  Assessment  and  Valida:on   •  Business  Benefits  Realiza:on   •  Enterprise  Pormolio  Management  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     11   6  
  • 7. 9/18/12   Business  Analyst  Role:       More  About  the  Business  than  IT   •  Business  outcome  oriented   •  Business  process  improvement  skills   •  Organiza:onal  change  skills   •  Broad  (not  deep)  IT  technical  knowledge   •  Customer  management  skills   •  Ability  to  conceptualize  and  think  crea:vely   •  Can  ar:culate  a  vision   •  Interpersonal  skills,  ethics,  and  integrity   •  Nego:a:on  and  conflict  management  skills   •  Analy:cal  and  communica:on  skills    ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     12   IIBA’s  Business  Analysis  Framework   There  are  big  changes  coming  in  the   role  of  business  analysis.  The  focus  will   be  much  more  on  understanding   stakeholders  and  their  needs,   analyzing  change,  and  delivering  value.   Understanding  how  to  use  these   components  and  the  rela:onships   between  them  results  in  understanding   your  stakeholders,  what  they  value,  and   how  to  beper  deliver  that  value.   Version  3  is  coming  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     13   7  
  • 8. 9/18/12   Lack  of  Automated  Business  Analysis  Tools   •  There  are  many  tools  on  the  market  that  address  some  aspect  of  business  analysis,  but   most  address  only  a  small  part  of  the  problem.   •  Many  organiza:ons  use  Microsof  Word  and  SharePoint  for  business  analysis.  These  are   good  tools,  but  using  them  for  business  analysis  is  like  using  hammer  and  screwdriver  to   construct  a  skyscraper.   •  Most  tools  focus  exclusively  on  the  development  team  and  ignore  stakeholder  and   business  needs.   Pormolio     Requirements   Project  Management   Management   Management   IT  Service  Management   Agile  Development   Applica:on  Lifecycle   Management  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     14   Most  Requirement  Tools  Address  Only  a  Small   Part  of  Business  Analysis   ü Problem  statements   ü Requirements  Valida:on   ü Opportunity  and  vision   ü Requirements  Traceability   ü Business  Case   ü Requirements  Change   ü Constraints   Management   ü Assump:ons   ü Solu:on  Acquisi:on   ü Stakeholder  Analysis   ü Solu:on  Assessment  and   ü Business  Process  Analysis   Verifica:on   ü Capability  Gap  and  Impact   ü Requirements  lifecycle   Analysis   Management   ü Business  Rules   ü User  Acceptance  Tests   ü Elicita:on   ü Transi:on  Requirements   ü User  Needs  Analysis   ü Retrospec:ves   ü Requirements  Development   ü Pormolio  Management   ü Requirements  Bundling   ü Benefits  Realiza:on  Management     Orange  highligh:ng  is  what  simple  requirements  management  tools  provide.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     15   8  
  • 9. 9/18/12   Poll   What    tool  do  you  use  for  business  analysis  ac:vi:es?   •  Microsof  Word,  Excel,  and/or  SharePoint   •  A  simple  requirements  management  tool   •  A  comprehensive  business  analysis  solu:on   •  Other    ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     16   Deliver  Maximum  Value  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     17   9  
  • 10. 9/18/12   A  Balanced  Scorecard  View  of  Business  Value   Financial   Stakeholder   Delivering  a  posi:ve  ROI  for   Sa:sfying  the  needs  of   stakeholders  by  increasing   internal  and  external   revenues,  decreasing  costs.   stakeholders.   Internal  Business  Process   Learning  and  Growth   Improving  performance     Helping  users  adopt  the   by  reducing  cycle  :me,   solu:on  resul:ng  in   elimina:ng  waste,  avoiding   increased  skills,  high   defects,  increasing   employee  sa:sfac:on,  and   efficiency,  and  spending   bringing  innova:on  to  new   less  :me  on  non-­‐value   and  exis:ng  products.   added  ac:vi:es.    ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     18   7  Business  Analysis  Technique  To  Deliver  More  Value  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     19   10  
  • 11. 9/18/12   Change  Project  Success  Focus  to  Delivering  Value   •  The  ul:mate  success    of  a  project  involves  much  more  than   successfully  delivering  the  solu:on  on  :me,  on  budget,  and   with  all  planned  scope.     •  The   m ain   c riteria   f or   s uccess   i s   w hether   t he   b usiness   benefits   a s   p roposed   d uring   t he   i niJal   b usiness   c ase   were   a chieved.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     20   Achieving  Value   Source:  Panorama  Consul+ng  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     21   11  
  • 12. 9/18/12   Why  is  a  Business  Case  Needed?   •  A  well-­‐defined  business  case  is  an  essenJal  first  step   for  delivering  more  value  to  the  business.   •  The  successful  business  case  allows  the  decision   maker  to  confidently  choose  a  course  of  ac:on.  In     the  end,  it  answers  the  ques:on:  “Should  we   undertake  this  iniJaJve?”   •  The  Business  Case  should  not  be  used  just  for  funding.     It  should  be  updated  and  used  in  the  benefits   realiza:on  management  process.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     22   Business  Case  Lifecycle  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     23   12  
  • 13. 9/18/12   Requirements:  Three  PerspecJves   •  Business  PerspecJve  –  What  business  needs  must  be  sa:sfied,   and  what  metrics  iden:fy  that  the  project  is  successful?     •  Customer/User  PerspecJve  –  What  problems  needs  to  be   solved  how  will  users  interact  with  the  solu:on?     •  Technical  PerspecJve  –  What  technology  changes  are  required   to  ensure  that  the  project’s  objec:ves  will  be  accomplished?   Not  adequately  addressing  all  three  of  these  perspec:ves   will  result  in  a  subop:mal  solu:on.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     24   5  Types  of  Requirements   •  According  to  IIBA’s  BABOK,  there  are   five  types  of  requirements.   Business  Requirements   •  The  vast  majority  of  requirements   management  tool  only  addresses   solu:on  requirements.   Stakeholder  Requirements   •  Business  stakeholder  and  transi:on   requirements  cannot  be  not  ignored  to   SoluJon  Requirements   achieve  maximum  value.   Func:onal   Nonfunc:onal   •  If  your  current  requirements  tool  does   not  support  all  5  types  of   TransiJon  Requirements   requirements,  find  a  different  tool!  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     25   13  
  • 14. 9/18/12   Requirements  Maturity   On  average,  performance  virtually  doubled  as  organiza:ons  progressed  from   using  an  ad-­‐hoc  approach  for  requirements  defini:on  and  management  to   having  ins:tu:onalized  and  consistent  competency  in  business  analysis.     •  Improved  on  :me  performance  of  technology  projects   increased  by  161%.     •  Reduced  :me  overruns  on  projects  by  87%.     •  Improved  average  on  budget  performance  for  technology   projects  by  just  over  95%.     •  Reduced  budget  overruns  by  just  under  75%.     •  Improved  the  per  cent  of  projects  that  deliver  100%  of  the   func:onality  needed  by  the  business  by  just  over  75%.     •  Reduced  average  func:onality  missed  by  approximately  78%.     Source:  IAG  Consul+ng  Business  Analysis  Benchmark  2009  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     26   How  can  be2er  CollaboraJon  between   the  SoluJon  Team  and  Stakeholders  Help?     •  Lack  of  user  input  is  the  #1  cause  of  project  failures.   •  Joint  ownership  of  requirements  results  in  lower  costs  and   higher  quality  solu:ons.   •  Organiza:on  change  goes  more  smoothly  when  users  and   other  stakeholders  are  involved  through  the  en:re  lifecycle.   •  Effec:ve  business  analysis  is  the  key  for  beper  collabora:on   between  stakeholders  and  developers.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     27   14  
  • 15. 9/18/12   Joint  Responsibility  for  Requirements   Makes  a  Big  Difference   Who  owns  Primary   Budget   Time   FuncJonality   Stakeholder  Time   Responsibility  for  Requirements   %  of  Target   %  of  Target   %  of  Target   %  of  Target   IT     162.9   172   91.4   172.9   Business   196.5   245.3   110.1   201.3   Jointly  Owned   143.4   159.3   103.7   163.4   Source  IAG  Business  Analysis  Benchmark,  2008  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     28   Engage  your  Stakeholders!!!   •  Learn  background  and  purpose  of  project   •  Document  and  express  needs   •  Document  business  rules   •  Gather  relevant  background  materials   •  Review  and  validate  requirements   •  Par:cipate  in  requirement  priori:za:on   •  Review  design  documents   •  Par:cipate  in  sofware  and  prototype  demonstra:ons   •  Par:cipate  in  retrospec:ves  and  capturing  lessons  learned   •  Provide  addi:onal  informa:on  for  unclear  requirements   •  Build  test  scenarios  and  test  cases  for  user  acceptance  tes:ng   •  Perform  user  acceptance  tests   •  Approve  changes  to  requirement  specifica:ons   •  Define  transi:on  requirements   •  Help  prepare  the  organiza:on  for  change  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     29   15  
  • 16. 9/18/12   What  is  SoluJon  Scope?   Project  Scope   SoluJon  Scope   Project  Scope  includes  the   The  Solu:on  Scope  describes   work  needed  to  create  a   the  characteris:cs,  features,   product  or  deliver  a  service   or  func:ons  of  the  product  or   or  result.  Project  Scope   service  to  be  built.    Solu:on   defines  the  work  required  to   scope  is  all  about  the  solu:on   create  and  deploy  the   to  be  implemented:  how  will   product.  The  project  scope   it  look,  how  will  it  func:on,   statement  is  prepared  by  the   and  other  characteris:cs,  etc.   project  manager.   A  business  analyst  prepares   the  product  or  solu:on  scope.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     30   Why  is  SoluJon  Scope  important?   •  Solu:on  scope  consists  of  high-­‐level  Features  of  the  proposed  solu:on.   •  Features  should  be  priori:zed  based  on  business  value.   •  Features  are  used  to  capture  stakeholder  needs  and  organize  requirements.   •  Using  features  significantly  reduces  solu:on  scope  creep.   •  Using  features  is  highly-­‐beneficial  for  both  Agile  and  Waterfall   development,    as  well  as  implementa:on  of  Commercial  Packages.   •  Managing  Features  =  Managing  Business  Value   Carefully  defined  solu:on  scope  is  key  to   prevent  scope  creep,  deliver  value,  and   serve  as  a  basis  for  gathering  user  needs  and   developing  requirement  specifica:ons.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     31   16  
  • 17. 9/18/12   Two  Types  of  Value  for  the  User   Value  is  helping  the  user  get  a  job  done  faster,  more   conveniently,  and  less  expensively  than  before.       Pain  Relievers   Gain  Creators  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     32   IdenJfy  and  Understand  Your  Users   •  Iden:fy  all  your  various  types  of    users   •  Prepare  a  persona  for  each  user  type   •  The  personas  should  contain:   Ø Responsibili:es   Ø Systems  and  Services  Used   Ø Profile   Ø Expecta:ons   •  Review  the  persona  with  real  users  to   ensure  that  it  adequately  represents     their  view.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     33   17  
  • 18. 9/18/12   Understand  User’s  AcJviJes  and  Problems   •  Users  frequently  cannot  describe  their  needs.  However,  they   almost  always  describe  what  they  do  and  what  problems  they   frequently  encounter.   •  When  customers  do  understand  their  needs,  they  ofen  cannot   communicate  these  needs  clearly  to  developers.     •  Users  should  develop  scenarios  that  describe  the  work  they  do.   Ø  Problem  Scenarios  –  Describe  problems  encountered  in   performing  their  work   Ø  AcJvity  Scenarios  –  Describe  how  users  perform  their  daily  work   Ø  InteracJon  Scenarios  –  Describe  how  users  interact  with  the  system   •  Business  Analysts  read  the  scenarios  to  determine  how  the   solu:on  will  add  value  to  the  user’s  job.   Ø  Pain  Relievers   Ø  Gain  Creators   •  Business  Analysts  develop  func:onal  requirements  to  address  the   needs  outlined  in  the  scenarios  and  validate  the  requirements   with  users  and  developers.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     34   What  are  the  Key  Reasons  Expected  Business   Benefits  are  not  Achieved?   •  The  business  problem  was  poorly  defined  giving  rise  to  a   flawed  business  case.   •  The  business  case  was  poorly  developed  and  established  an   incorrect  or  unrealis:c  expecta:on.     •  Requirements  for  the  solu:on  were  inaccurate,   incomplete,  or  were  poorly  defined.     •  Delivery  of  the  solu:on  was  poorly  executed.       •  The  technical  solu:on  was  fundamentally  flawed.       •  The  delivered  solu:on  was  not  effec:vely  adopted  by   the  business.       •  The  business  changed  significantly  between  incep:on  and   project  comple:on.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     35   18  
  • 19. 9/18/12   Value  Index         Business  Benefits  Received   -­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐   SoluJon  Cost  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     36   Benefits  RealizaJon  Management   •  Benefits  realiza:on  starts  with  defining  a  realis:c   business  case.   •  Benefits  do  not  just  happen.     •  Benefits  realiza:on  has  its  own  lifecycle.   •  Benefits  rarely  happen  according  to  plan.   •  Benefits  realiza:on  is  a  con:nuous  process  of  envisioning   results,  implemen:ng,  checking  intermediate  results,  and   dynamically  adjus:ng  the  path  leading  from  investments   to  business  results.     •  Benefits  realiza:on  is  a  process  that  can  and  must  be   managed,  just  like  any  other  business  process.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     37   19  
  • 20. 9/18/12   Benefits  RealizaJon  Management  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     38   Benefits  RealizaJon  Management   1.  Validate  and  Re-­‐Validate  the  Business  Case     2.  Create  Benefit  Realiza:on  Accountability   3.  Create  a  Benefit  Realiza:on  Management  Plan   4.  Measure  and  Evaluate  Benefits  Realiza:on  at  Key  Points   5.  Iden:fy  Problems  and  Document  Solu:ons   6.  Con:nually  Op:mize  Processes,  Organiza:on,  and   Technology  to  Achieve  Benefits     7.  Create  a  Benefits  Dashboard  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     39   20  
  • 21. 9/18/12   Poll   To  what  extent  does  your  organiza:on  perform     benefits  realiza:on  management  ?   •  Done  for  every  project   •  Never   •  Occasionally  for  high  profile  projects  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     40   Poroolio  Management   PorUolio  Management  is  a  corporate,  strategic  level  process  for   coordina+ng  successful  delivery  across  an  organiza+ons  en+re  set  of   programs  and  projects.   •  To  obtain  the  highest  return  from  your  available  resources  given     an  acceptable  level  of  risk.   •  To  ensure  balance  –  in  terms  of  investment  types  and   organiza:onal  strategies.   •  To  ensure  funding  alloca:ons  reflect  business  priori:es.   •  To  reallocate  funds  when  performance  deteriorates  and/or   priori:es  change.   •  To  manage  dependencies,  constraints  and  minimize  double  coun:ng   of  benefits.   •  To  manage  Pormolio-­‐level  risk  and  uncertainty.   •  To  provide  transparent  repor:ng  on  performance  from  strategic     intent  to  benefits  realiza:on.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     41   21  
  • 22. 9/18/12   Poroolio  Management  is  More  Than  Just  Projects   Project   Stakeholder   Process   IT  Service   Pormolio   Pormolio   Pormolio   Pormolio           Strategy   People   Process   Technology           PPM   Org.  Change   BPM   ITSM   •  Project  Pormolio  Management  (PPM)  is  ofen  not  understood  or   embraced  and  is  ofen  managed  quite  haphazardly.   •  PPM  is  ofen  has  different  tools  and  processes  and  organiza:ons   to  manage  projects,  processes,  applica:ons,  and  IT  services.     •  Enterprise  pormolio  management  involves  addressing  strategy,   people,  process,  and  technology.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     42   Poroolio  Management   Managing  for  Value   Evaluate   •  Value   Value   Are  the  benefits  worth  the  effort  and  risk?   •  Alignment   •  Fit   •  Innova:on   Do  the  projects  contribute  to  the  strategic   OpJmize   Alignment   goals  of  the  company?   •  Re-­‐Scope   •  Re-­‐Classify   •  Re-­‐Assign  (resources)   Do  we  have  the  resources  and  skills  to   •  Re-­‐Design  (merge)   Fit   complete  the  project?   •  Remove  (cancel)   •  Reschedule   Monitor   Are  we  willing  to  invest  something  new  and   •  KPIs   InnovaJon   will  we  gain  a  compe::ve  advantage?   •  Solu:on  Delivery   •  Benefits  Realiza:on   •  Stakeholder  Sa:sfac:on  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     43   22  
  • 23. 9/18/12   Gartner’s  View  of  Poroolio  Management   •  Enterprise  Poroolio  Management  Offices  are  beginning  to  emerge.  The  key  driver  is   the  need  to  merge  technology  and  business  projects  under  the  same  organiza:on.     •  Organiza:ons  must  consider  moving  beyond  tradi:onal  IT  pormolio  management   to  align  with  mission  cri:cal  business  objec:ves.   •  Since  2008,  there  has  been  a  high  rate  of  PMO  startup  ac:vity  with  an   implementa:on  failure  rate  of  more  than  50%.     •  By  2014,  more  than  30%  of  organiza:ons  will  experience  a  proliferaJon  of   sopware  tools  installed  to  support  Project  and  Pormolio  Management  processes   and  projects.   •  “Don’t  start  a  PMO  unless  it  focuses  on  demonstrable  results  and  business  value   vs.  process  and  administra9ve  burden.”   Source:  Gartner  Group  –  Project  Manager  2014   Effec:ve  pormolio  management  requires  managing  strategy,  people,   processes,  and  technology  and  focuses  on  delivering    business  value,     not  crea:ng  an  addi:onal  process  or  administra:ve  burden.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     44   Key  Takeaways  for  Poroolio  Management   •  PMOs  will  emerge  to  EPMOs  merging  IT  and  business   pormolio  silos  including:   Ø IT  Service  Pormolio  Management   Ø Tradi:onal  PMOs     Ø BA  Centers  of  Excellence   •  Pormolio  management  will  focus  more  on  delivering  value   and  less  on  standardiza:on  of  processes  and   administra:on   •  By  2014,  companies  will  invest  30%  less  :me  and  money   in  tradi:onal  IT  project  management  than  in  2011.   (Source:  Gartner  Group)   •  Business  analysis  skills  will  play  a  major  role  in  realizing   the  poten:al  benefits  of  an  EPMO.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     45   23  
  • 24. 9/18/12   Business  Value  Lifecycle   Poroolio  Management   Project  Delivery   Benefits  RealizaJon   “Doing  the  Right  Projects”   “Doing  Projects  Right”   “Harves+ng  the  Benefits”   •  Solu:on  Scoping   •  Requirements   •  Measure   •  Business  Case   •  Design   •  Evaluate   •  Priori:za:on   •  Build   •  Op:mize   •  Approval   •  Test   •  Closing  projects     •  Deploy   that  are  no  longer   important   Pormolio  Governance   Project  Management   Business  Analysis   Enterprise  Pormolio  Management  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     46   The  Enfocus  Requirement  Suite™  is  a   Comprehensive  Business  Analysis  SoluJon   Successful  projects  require  a  proven  business  analysis  solu:on,   not  just  a  simple  requirements  management  tool.   •  Defining  the  Problem   •  Preparing  the  Business  Case   •  Op:mizing  the  Business  Process   •  Addressing  Organiza:onal  Change   •  Scoping  the  Solu:on   •  Elici:ng  Needs   •  Developing  the  Solu:on  Requirements   •  Managing  the  Requirements   •  Planning  the  Transi:on   •  Assessing  the  Solu:on   •  Realizing  the  Benefits   •  Managing  the  Enterprise  Pormolio  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     47   24  
  • 25. 9/18/12   Enfocus  Requirements  Suite™   Product  Components   Provided  as  a  hosted  Sopware  as  a  Service  (SaaS)  Offering   Sopware   Comprehensive  Tool   CollaboraJon   Requirement  management   Collabora:on  and   tool  to  deliver  business  value   communica:on  for     and  innova:on.   customer  sa:sfac:on.   Content   Methods  and  Techniques   Training  and  Knowledge   Best  prac:ce  requirement   Business  analyst  training  and   management  methods     prac:ce  aids  for  excellent   and  techniques.   requirements.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     48   Support  for  Iith  Industry  SBest  PracJces   Compliance  w ndustry   tandards   The  Enfocus  Requirements  Suite™   provides  full  support  for  every  task     in  IIBA’s  BABOK.   In  addi:on,  the  following  other  best   prac:ces  are  addressed  in  the  tool:     •  CMMI     •  ITIL  Service  Strategy  and  Design   •  BPM  CBOK   •  TOGAF   •  PMBOK   •  APQC  PCF    ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     49   25  
  • 26. 9/18/12   Enfocus  Requirement  Suite™   Facilita:ng  Collabora:on  between  Teams  and  Stakeholders   Solu:on  Teams   Stakeholders   Shared  Repository  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     50   Enfocus  Requirement  Suite   Requirements  Excellence  Framework™   The  Requirements  Excellence  Framework™  is  a  complete   business  analysis  methodology  that  addresses  both  business   analysis  and  stakeholder  tasks.   Using    Requirements  Excellence  Framework™  helps  deliver   maximum  value  to  the  business.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     51   26  
  • 27. 9/18/12   Requirements  Development   Enter  Requirements  Using  Paperns  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     52   Example  Requirements   Requirement  Coach   •  Comprehensive  business   analysis  training  by  industry   expert,  Karl  Wiegers   •  APQC  Benchmarking   •  Thousands  of  example   requirements   •  KPIs  for  numerous  industries   and  processes   •  Numerous  checklists  and  templates   •  Hundreds  of  example  personas   and  scenarios  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     53   27  
  • 28. 9/18/12   Next  Steps:   •  Visit    www.enfocussolu:ons.com  for  more  informa:on   about  our  company  and  our  product.   •  Contact  our  sales  department  for  more  informa:on  or  to   schedule  a  demo.   •  Sign  up  for  a  free  Trial.   •  Select  Enfocus  Solu:ons  as  your  tool  vendor  and  partner.   •  Start  Maximizing  Business  Value  through  Beper  Business   Analysis.  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     54   Q  &  A  ©  Copyright  2012  Enfocus  Solu:ons  Inc.  All  Rights  Reserved.     55   28