PM Survival - Business Analysis for Project Managers
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PM Survival - Business Analysis for Project Managers

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High project failure rates and a tight economy raise the pressure on project managers to prove their value and effectiveness to the businesses they serve. In addition to managing schedules, budgets ...

High project failure rates and a tight economy raise the pressure on project managers to prove their value and effectiveness to the businesses they serve. In addition to managing schedules, budgets and people, project managers are increasingly called upon to become better champions for business value and the alignment of projects with business strategy. At the same time, project managers need more effective tools and techniques for managing scope.
The overlap has expanded between project management and the profession of business analysis (BA), which is concerned with managing requirements for business solutions. The latest Project Management Body of Knowledge (PMBOK 4.0) has evidenced this trend by the addition of a new process: “Collect Requirements and Identify Stakeholders. “
This presentation:
• Introduces project managers to the skills and activities involved with business analysis.
• Describes how to successfully integrate PM with BA.
• Introduces the International Institute for Business Analysis (IIBA) and the Business Analysis Body of Knowledge (BABOK).
• Presents several practical tools – featuring a leading online requirements management application – that PMs can leverage to communicate business value for their projects.

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  • What kinds of projects are represented here?Projects by industry (pharma, insurance, financial services, manufacturing, health care, telecomm, media)Projects by subject matter (technology, construction, business process)By yourself: Can you name the top three points of your company’s 2011 business strategy?Show of hands: How many have written a formal business case?Show of hands: From a scale of 1 to 5, 5 being best, how enthusiastic is your management about the role, function, and relative effectiveness of the company’s project managers?Show of hands: Which of you have been involved at any point with eliciting and documenting requirements?
  • [After touring agenda, give brief background about myself, IT Evolution.]
  • “Projects take too long, cost too much and deliver too little.”“Projects miss, lose, or destroy more value than they deliver.”
  • Perception from the C-level:“Projects take too long, cost too much and deliver too little.”“Projects miss, lose, or destroy more value than they deliver.”
  • Here is the full continuum of investment and effort in which project management is involved.
  • Poor project performance has usually been characterized as a project problem...
  • ...but it’s really a business problem.It emerges from insufficient engagement of the business in the work of executing projects and delivering value.
  • Project managers are increasingly called upon to become better champions for business value and the alignment of projects with business strategy.To understand business implications and be more attuned to business strategy and value, PM must be able to take a larger role in analyzing the business, its needs, and the solutions – an overlap with the discipline of 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.”
  • Tasks and techniques used to:Work as a liaisonUnderstand the strategy, structures, policies, and operationsRecommend solutions
  • At a very practical level, the BA often acts as mediator, go-between, arbitrator, translator, and peacemaker between IT and the business.Sound familiar? It should, because that’s a lot of what the PM often does.
  • “BA’s blend the temperament and communications savvy of a diplomat with the analytical skills of an intelligence officer.”Note: Can anybody be a BA? Well, can anybody be a PM?An illogical assumption: A good [PM/BA] is smart; Bill is smart; Bill can be a good [PM/BA].It’s a discipline, a profession – a PM is not automatically a good BA or vice versa.
  • [Engage audience in anecdotes of requirements management in their organization.][Leading questions:]How many of you work with projects involving a specific, documented requirements management methodology?How many of you work with projects involving a requirements management system?How many of you see a project’s requirements managed in Word or Excel documents?How many of you have a dedicated business analyst handling requirements?
  • Current leading source for requirements methodology: IIBA.Summarize history, purpose, nature (similar to PMI).Introduction to Business Analysis Body of Knowledge (BABOK).
  • Plan Business Analysis ApproachConduct Stakeholder AnalysisPlan Business Analysis ActivitiesPlan Business Analysis CommunicationPlant Requirements Management ProcessManage Business Analysis Performance
  • Define Business NeedAssess Capability GapsDetermine Solution ApproachDefine Solution ScopeDefine Business Case
  • Prepare for ElicitationConduct Elicitation ActivityDocument Elicitation ResultsConfirm Elicitation Results
  • Prioritize RequirementsOrganize RequirementsSpecify and Model RequirementsDefine Assumptions and ConstraintsVerify RequirementsValidate Requirements
  • Manage Solution Scope and RequirementsManage Requirements TraceabilityMaintain Requirements for Re-usePrepare Requirements PackageCommunicate Requirements
  • Traceability is a key component of requirements management, so much so that it occupies a slot in the PMBOK’s outline of requirements outputs.
  • Assess Proposed SolutionAllocate RequirementsAssess Organizational ReadinessDefine Transition RequirementsValidate SolutionEvaluate Solution Performance
  • PMs and BAs have to deal with planning, communication, and management.PM: Schedule, cost, people, scope, quality, etc.BA: RequirementsBut they differ in their focus, in what they physically deliver, and in what they’re accountable for.
  • PM=“vertical focus” – similar to management positionsBA=“horizontal focus” – working across organizational boundaries
  • PM=“task-oriented” – higher-level informationAnswering questions such as: “What percentage of the work is complete?" or "How much longer will it take to complete?“Drive to completionBA=“subject-oriented” – more detail-level informationNever completed (in a sense)
  • Can one person be both PM and BA?Two different disciplinesTwo different sets of detailsSome capabilities in common, but different focus, different kinds of deliverablesSummary: depends on project, personProbably not, but functions do overlap.
  • Disclaimer: I am not a reseller or partner of Accompa. I am simply relating our team’s experience with this one particular requirements management tool.ADD: How does this the tool compare to other tools out on the market?
  • Demonstrate showing a list (view) of requirements for the Medinfo CMS.Demonstrate creating a requirement by filling out the requirement form.Demonstrate views by displaying the “Priority 1 Items” view.Demonstrate the submission of a requirement through the SmartForm.Demonstrate the “Create Reqs Doc” feature – publish requirements to a Word document.Demonstrate the export capability – export the Medinfo CMS view to an Excel spreadsheet.

PM Survival - Business Analysis for Project Managers PM Survival - Business Analysis for Project Managers Presentation Transcript

  • PM Survival:Improving Your ValueThrough Business Analysis2011 PMI-DVC Tools ConferenceNovember 5, 2011By Chris Larsen, PMPhttp://itevcorp.comCopyright © 2011 IT Evolution, Inc.All rights reserved.
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & SupportA few questions...
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comPM Survival: BA for PMs The Project Management Effectiveness Gap What PMBOK 4 Says About BA An Overview of Business Analysis Comparing and Contrasting PM and BA Integrating BA with PM Business Analysis Tool Example – Accompa Q&A
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comThe PM Effectiveness Crisis“Projects take too long, cost too muchand deliver too little.”“Projects miss, lose, or destroymore value than they deliver.”4
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comThe PM Effectiveness Crisis Technology projects fail too oftenStandish Group Findings– 31.1% of projects are cancelled before completed– 52.7% of projects cost 189% of the original estimate– Average time overrun is 222% of the original estimate
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & SupportWhat’s the problem?
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & SupportIs it a project problem?
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & Support...or a business problem?
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comWhat does this mean for PMs? Project and program delivery needs more top-downbusiness support than it gets. PMs need much better handle on the alignment oftheir projects with– business strategy (drivers)– business value (results)9
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comWhat does this mean for PMs? PMs need a stronger identity as champions ofbusiness value.– knowledge of business strategy and business value– belief in the business strategy (vision, direction, etc.) inorder to promote it and align to it successfully– capability to align a project and its resources with businessstrategy, business needs10
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comIncreasing overlap of PM and BA PM must take a larger role in analyzing the business,its needs, and solutions – an overlap with thediscipline of business analysis.11ProjectManagementBusinessAnalysis
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comWhy? To ensure alignment of projects with the business. To effectively communicate business outcomes andvalue associated with projects. To effectively manage scope.12
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comWhat PMBOK areas does this address? Integration Management– Develop Project Charter Business case (input) High-level requirements (input) Scope Management– Collect Requirements But not Quality Management?– Are requirements a missing input? A missing tool?13
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comPMBOK and requirementsScope ManagementCollect Requirements (Section III, Chapter 5, Part 1)14
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & SupportWhat is business analysis?
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comWhat is business analysis?
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comWhat is business analysis? The set of tasks and techniques used to:– Work as a liaison among stakeholders in order to…– Understand the business strategy, structure, policies, andoperations of an organization, and to…– Recommend solutions that enable the organization toachieve its goals.
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comWhat does a business analyst do? Identify, analyze, and solve business problems andopportunities Determine the feasibility of a solution Define the solution scope and develop the businesscase Continue to assess, refine, and validate the businessneed and solution Evaluate the business benefits brought about by asolution
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comBizITBA
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & SupportWhat is a requirement?
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & SupportA requirement is… A condition or capability needed by a stakeholder tosolve a problem or achieve an objective. A condition or capability that must be met orpossessed by a solution or solution component tosatisfy a contract, standard, regulation, law,specification, or other formally imposed documents.
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comTypes of requirementsType DescriptionBusiness Requirements Developed through enterprise analysisStakeholder Requirements Developed through requirements analysisSolution Requirements• Functional Requirements• Non-functional RequirementsDeveloped through requirements analysisTransition Requirements Developed through solution assessment andvalidation
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comParts of a requirementThe system must/shall…*…do something..+ action verb (process)*…with some information…+ noun (entity/attribute)*…under certain circumstances…+ when/if (condition)*…according to certain rules…+ business rules (constraint)
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & SupportHow are your requirements handled now?
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & SupportInternational Institute for Business Analysisiiba.org
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comBusiness Analysis Body of Knowledge BABOK 2.0 IIBA certifications– Certification of Competency inBusiness Analysis™ (CCBA™)– Certified Business AnalysisProfessional™ (CBAP®)
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comThe work of business analysisBusiness Analysis Planning and MonitoringEnterprise AnalysisElicitationRequirements Management and CommunicationRequirements AnalysisSolution Assessment and Validation
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & SupportBusiness Analysis Planning and Monitoring
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & SupportEnterprise Analysis
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & SupportElicitation Core Techniques Group Creativity Techniques (brainstorming, etc.) Document Analysis Focus Groups Interface Analysis Interviews Observation Prototyping Requirements Workshops Survey/ Questionnaire
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & SupportRequirements Analysis
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & SupportRequirements Mgmt and Communication
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comRequirementsScopeManagementDesignDevelopmentTest Plan andScenariosTransitionTraceability
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & SupportSolution Assessment and Validation
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comSkills of a business analystCompetency Area SkillsAnalytical Thinking, Problem Solving Creative thinking, decision making, learning,problem solving, systems thinkingBehavioral Characteristics Ethics, personal organization, trustworthinessBusiness Knowledge Business principles, industry knowledge,organization knowledge, solution knowledgeCommunication Skills Oral and written communications, teachingInteraction Skills Facilitation, negotiation, leadership,influencing, teamworkSoftware Applications General applications, specialized applications
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comCompare and contrast: PM and BASimilar Planning Communication ManagementDifferent Focus Deliverables Accountability
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comCompare and contrast: PM and BAPM = Vertical The Project Manager alignscloser to typicalmanagement positionswith the responsibility ofmanaging and tracking thevarious tasks and resourcesassigned to the project.BA = Horizontal Business Analysts are moreakin to independentcontractors, working acrossorganizational boundariesas well as up and downorganizational hierarchies.
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comCompare and contrast: PM and BAPM = task-oriented The Project Manager isresponsible for staying at ahigher level.– The PM moves the effortforward toward completionBA = subject-oriented The Business Analyst isresponsible for "drillingdown" to elicit detailrequirements.– The BAs work is nevercomplete.43
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comIntegrating BA with PM Increasing demand for BAs to manage projects, andfor PMs to manage requirements Can one person do both well?“There are more project managers able to do businessanalysis than there are business analysts able to manageprojects.”
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comRequirements management with Accompa Online app for managing requirements– http://www.accompa.com Requirements database – means requirementscontent can be viewed and published in multipleways Core concepts:– use cases– features– requirements
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comRequirements management with Accompa Customization – custom fields, views, forms Attachments to requirements ROI scoring of requirements – useful forprioritization, business alignment Flexible requirements publishing– Word, PDF, HTML, Excel Feature request forms and e-mail intake Can be integrated with SharePoint for review cycles
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & SupportAccompa Demo
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comSummary PMs need knowledge of business analysis andrequirements management to:– Align better with business strategy, business value– Improve scope management and solution quality
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.comBusiness Analysis ResourcesResource InfoIIBA http://www.iiba.orgSource of BABOK, BA certification,educational resourcesModern Analyst http://www.modernanalyst.comOnline magazine and education resource;e-newslettersProjectTimes http://www.projecttimes.comGood requirements-related webinars withKeith Ellis; e-newslettersBusiness Analyst Times http://www.batimes.comTwitter Hashtag #baot (“business analysis onTwitter), good source of links and articles
  • IT Management • Data Management • Project Management • IT Operations & Supporthttp://www.itevcorp.com IT Management • Data Management • Project Management • IT Operations & SupportQ & A