Comprehensive And Integrated Approach To Project Management And Solution Delivery
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Comprehensive And Integrated Approach To Project Management And Solution Delivery

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Describes a complete and integrated approach to solution delivery that encompasses project management, project portfolio management, business analysis and solution architecture and......

Describes a complete and integrated approach to solution delivery that encompasses project management, project portfolio management, business analysis and solution architecture and design

Effective solution delivery requires an integrated approach to projects across all key disciplines

Project portfolio management
Project management
Business analysis
Solution design

Having silos of expertise that do not communicate or co-operate leads to significant risk

More in: Technology , Business
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  • 1. Comprehensive and Integrated Approach to Project Management and Solution Delivery Alan McSweeney
  • 2. Objectives
    • Describe a complete and integrated approach to solution delivery that encompasses project management, project portfolio management, business analysis and solution architecture and design
  • 3. Familiar View of Project and Project Portfolio Management
    • Contains the implicit assumption that the solutions being delivered by the projects are designed properly, are implementable and operable and meet business requirements
    • Is this correct? Is this the complete picture?
    Project Portfolio Management Programme and Project Management Prioritising Projects Managing Projects Successfully Project Approvals Project Requests Demand Management Supply Management Strategic Alignment Project Management Methodology Organisation Enablers People Management and Education
  • 4. Ensuring Strategic Project Alignment to Projects Programmes and projects cascade from business vision to ultimate operation and service delivery Programmes and projects need to be aligned to the overarching business vision and goal Business Vision and Goal Strategy Business Plan Programmes for Strategic Objectives Projects Operation of Solution
  • 5. Aligning the Solutions Being Delivered
    • Need more than project management
      • Not the complete picture
      • Cannot treat project management in isolation
    • Need to ensure that the solution being managed meets business requirements
    • Need to ensure business requirements are captured
    • Need to ensure that solutions are designed to deliver business requirements and comply with organisation’s enterprise architecture
    • Fundamentally the project exists to manage the delivery of the solution that has been designed to meet business requirements that assist with delivery of the business plan
  • 6. Complete Picture of Project Selection and Delivery Business Analysis Programme and Project Management Solution Architecture Project Portfolio Management Structured Capture and Management of Requirements Design of Solutions to Meet Requirements Prioritisation of Projects Delivery of Projects
  • 7. Complete View of Solution Lifecycle and Alignment of Key Project Roles Strategy, Business Planning and Business Analysis Project Management Cycle Solution Delivery - Implementation and Deployment Lifecycle Business Concept Initial Discovery Requirements Elicitation Decision to Proceed Requirements Management and Change Management Operations and Use Initiate Plan Execute and Control Close Setup and Prepare Implement Develop Test Deploy Manage Evolve Solution Architecture and Design Solution Architecture Solution Design Solution Specification and Change Management
  • 8. Complete Picture of Project Selection and Delivery
    • Need to consider all aspects of project selection and delivery:
      • What the business wants (requirements)
      • What the business gets (solution that delivers on requirements)
      • Delivered according to business priority (project portfolio management)
      • Implemented properly (project management)
    • Cannot take an individual view without risking problems
    • Need to emphasise the importance of the solution whole lifecycle and the interdependence of the roles
  • 9. The Usual Project Failure Statistics
    • USD$80-USD$145 billion per year is spent on failed and cancelled projects
    • Two thirds of all IT projects fail or experience significant problems
    • Poorly defined applications have led to a persistent mis-communication between business and IT that contributes to a 66 percent project failure/significant problem rate
    • 25-40 % of all spending on projects is wasted as a result of re-work
    • 50 % of projects are rolled back out of production
    • 60-80 % of project failures can be attributed directly to poor requirements gathering, analysis, and management
  • 10. Why Projects Fail
    • Very significant Business/IT pain point
      • All too frequent implementation of IT solutions that fail to meet business requirements
    • Look at the general causes of those failures
      • Look for solutions whose implementation will address those causes
    • Solutions fail to meet requirements because of some combination of some or all of the following conditions
      • Poor understanding of the business need or problem
      • Poorly defined requirements
      • Inadequately explored solution options
      • Poor solution design
      • Misalignment between requirements and project scope
      • Poor project planning/execution
      • Poor change management
    • These are all related to an output of a key activity within the overall solution delivery lifecycle
    • Cannot separate project management, project portfolio management, business analysis and solution architecture
  • 11. Business Analysis Approach to Requirements Collection and Management
    • Requirements Management
    • Capture – Ensure that the new requirements or change requests are captured
    • Assess – Evaluate whether the changes will be actioned and approve or reject
    • Change – Undertake the changes
    • Requirements Definition
    • Gather – Collecting requirements
    • Analyse – Analysing, categorising and specifying requirements
    • Review – Review and agree exactly what the requirements are
    Gather Analyse Review Assess Capture Change
  • 12. Requirements Drive Solution Design
    • Business requirements drive solution design
    • Capturing business requirements is essential
    • Define key principles/policies/critical success factors for IT
    Requirements Architecture Design Implementation Business Functional Technical Implementation
  • 13. Analysis and Design Build Bridge From Business to Solution Problem Requirement Current State Business Analysis and Solution Design Solution Desired Future State Business Analysis: Elicit Requirements Analyse Communicate Validate Solution Design: Translate Requirements into Solution
  • 14. Requirements Within Solution Lifecycle V Business Requirements Acceptance Test System Requirements System Testing High-Level Design Integration Testing Low-Level Design Component Testing Install and Implement Define Requirements and Solution Deliver Solution and Fulfil Requirements Business Concept Operational Use
  • 15. Requirements Traceability
    • Provides greater confidence that objectives are being met
      • Organising and tracing requirements ensures their incorporation in the design process and makes the basis for design more explicit
    • Ability to manage change through impact analysis
      • Requirements traceability allows the impact of changes to be assessed more rapidly and effectively
    • Improved relationship with the business through better definition and understanding of requirements
    • Ability to track progress and status
      • Effective requirements management allows measurement
    • Save costs through cost / benefit analysis
      • Requirements traceability provides a means of defining the relationship between benefits (derived from requirements) and cost (derived from design developed from requirements)
  • 16. IT Projects to Deliver Business Benefits
    • IT projects should be concerned with adding value to the organisation through selective adoption of new ideas, optimising business processes, and using information technology to achieve a competitive advantage
      • Changing rapidly to support new business opportunities
      • Driving out wasted time and inefficiency
      • Driving out hidden costs
      • Avoiding unnecessary complexity
    • IT functions are also being transformed to become more service oriented and more closely aligned with the business
    • Dual roles of business analysis and solution architect are becoming central to successfully implement and manage IT projects
  • 17. Centres of Excellence (CoE)
    • Project Management Office functions (PMO) evolved as a PM of CoE to provide a centralized approach to managing projects, in response to the issues associated with complex projects in an environment with low levels of project management maturity and governance
    • Business Analysis Centre of Excellence (BACoE) act as the single point of contact for business analysis practices
      • Defines the business rules, processes, knowledge, skills and competencies, and tools used by the organisation to perform business analysis throughout the business solution lifecycle, from strategic planning to project initiation to solution delivery and benefits realisation, and finally, solution deactivation
  • 18. Key Solution Delivery Roles
    • Should not create silos of specialisation
      • Project management
      • Solution architecture
      • Business analysis
    • Integrated view will significantly reduce solution delivery risks
    Project Management Solution Architecture and Design Business Analysis
  • 19. Solution Architecture Centre of Excellence
    • Solution Architecture Centre of Excellence (SACoE) provides the blueprint for the integration of information and services and the design of individual solutions that comply with overall enterprise architecture
    Business Architecture Information Architecture Technology Architecture Solution Architecture Overarching Principles, Drivers, Trends, Governance
  • 20. Enterprise Architecture Components
    • Architecture Governance addresses the governance roles and processes required for maintaining Enterprise Architecture
    • Business Architecture provides the high-level representation of the business strategies, intentions, functions, processes, information and assets critical to providing services to the business
    • Information Architecture is the compilation of the business requirements of the enterprise, the information, process entities and integration that drive the business and rules for selecting, building and maintaining that information
    • Technology Architecture is a disciplined approach to describing the current and future structure and inter-relationships of the enterprise’s technologies in order to maximise value in those technologies
    • Solution Architecture is a process within the Enterprise Architecture that focuses on the development and implementation of a solution or service being created for the enterprise
  • 21. Architecture Blueprint
    • Fully elaborated architectural description of a solution that:
      • Provides the basis for detailed design and implementation work
      • Assesses project scope and feasibility
      • Assures shared understanding of and commitment to solution by all stakeholders
      • Integrates solution architecture into project management
    • Enable
      • Accurate estimation the scope of effort
      • Management of (anticipate, avoid, mitigate) risk
      • Efficiently and effectively implementation and deployment
      • Certainty of common understanding
  • 22. Integrated Solution Delivery Methodology Advance Integrated Solution Framework Architecture and Realisation Management and Processes Vision and Strategy Architecture Development, Customisation and Configuration Enterprise Management Programme and Portfolio Management Project Management Service Management Architecture Management
      • Implementation and Deployment
    Operation and Control
  • 23. Integrated Solution Delivery Methodology
    • Architecture and Realisation
      • Concerned with enterprise vision, strategy, architecture, implementation, delivery and subsequent operation
    • Management and Processes
      • Addresses the management of large-scale business and information technology initiatives and associated programmes and projects
    • The phases and processes within the two pillars can be integrated across a programme of work or the services can be delivered independently, depending on the requirements of the organisation
  • 24. Architecture and Realisation Pillar
    • Vision and Strategy
      • Creates the business vision defines the direction for subsequent information technology initiatives. The internal and external requirements and processes are analysed. This allows prioritisation of the business and information system areas that will addressed in subsequent stages. This ensures that all further work is aligned with the vision and strategy
    • Architecture
      • Designed to translate the Vision and Strategy into an implementable, operable and supportable structure. Architecture can encompass both enterprise and specific solution areas. The scope, requirements and functionality of the business processes and the associated information systems are specified. Architecture is concerned with both business and information technology in parallel. The constituent projects and changes to deliver the architecture are identified
    • Development, Customisation and Configuration
      • Selects, designs, builds, customises and tests the elements of the solution. This can include some or all of customised development, package customisation and system enhancement. The development activities related to business change and technical infrastructure are addressed
    • Implementation and Deployment
      • Takes the solution components and creates a fully operable system, complete with data and business process changes. This stage includes integration testing, pilot, data conversion documented procedures, training, and operational readiness and acceptance
    • Operation and Control
      • Creates and implements practices for ensuring defined service levels for the operation, maintenance, and support of the new or modified systems
  • 25. Management and Processes Pillar
    • Enterprise Management
      • Involves establishing business objectives, monitoring achievement against targets and making necessary corrections
    • Programme and Portfolio Management
      • Directs and manages programmes and portfolios of initiatives and undertakings offerings to balance benefits, costs, resources and risks in a strategic context and ensuring benefits realisation. System Dynamics can establish the competency within an organisation to provide this service internally
    • Project Management
      • Concentrates on the effective and efficient processes required to identify, coordinate, and continuously focus people and resources on achieving project objectives and commitment within time, cost, resource and quality controls. This enables organisations to deliver both the simple and complex initiatives and to perform projects capably
    • Service Management
      • Controls and manages the operational services phases of the overall initiative life cycle. Service request management handles requests from users. It manages their fulfilment and includes logging, performing initial analysis, monitoring, prioritising, measuring, and closing. Service delivery management directs and manages services to ensure that the end-user receives the agreed service
    • Architecture Management
      • Concerned with the business, technical, and operational procedures and processes needed to ensure and maintain integrated enterprise and solution architecture during the implementation of the solution and its subsequent operation
  • 26. Summary
    • Effective solution delivery requires an integrated approach to projects across all key disciplines
      • Project portfolio management
      • Project management
      • Business analysis
      • Solution design
    • Having silos of expertise that do not communicate or co-operate leads to significant risk
  • 27. More Information
        • Alan McSweeney
        • [email_address]