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BA and PM Colloboration
1.
SYSTEMS+ BUSINESS ANALYST AND PROJECT MANAGER COLLABORATION ASHEESH
VASHISHT © Systems Plus
2.
© Systems Plus LETS
START 2 How would you like session to be? 2 Mins Here is my rhythm and check my beat Fun… We got your rhythm and here is your beat 2 Mins Let start
3.
© Systems Plus What
are you looking for? 3
4.
© Systems Plus OBJECTIVES 4 I
d e n t i f y w h y c o l l a b o r a t i o n b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r i s k e y. 1
5.
© Systems Plus OBJECTIVES 5 I
d e n t i f y w h y c o l l a b o r a t i o n b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r i s k e y.a E x a m i n e t h e f u n d a m e n t a l s o f a n i d e a l p a r t n e r s h i p b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r. 2
6.
© Systems Plus OBJECTIVES 6 a E
x a m i n e t h e f u n d a m e n t a l s o f a n i d e a l p a r t n e r s h i p b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r. a E x p l o r e t h e i m p o r t a n c e o f c o l l a b o r a t i o n o n s c o p i n g b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r. 3 I d e n t i f y w h y c o l l a b o r a t i o n b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r i s k e y.
7.
© Systems Plus OBJECTIVES 7 a a E
x p l o r e t h e i m p o r t a n c e o f c o l l a b o r a t i o n o n s c o p i n g b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r. a D e t e r m i n e t h e e s s e n t i a l s f o r c o l l a b o r a t i o n b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r d u r i n g t h e d e v e l o p m e n t a n d t e s t i n g p h a s e . 4 E x a m i n e t h e f u n d a m e n t a l s o f a n i d e a l p a r t n e r s h i p b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r. I d e n t i f y w h y c o l l a b o r a t i o n b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r i s k e y.
8.
© Systems Plus OBJECTIVES 8 a a a D
e t e r m i n e t h e e s s e n t i a l s f o r c o l l a b o r a t i o n b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r d u r i n g t h e d e v e l o p m e n t a n d t e s t i n g p h a s e . a D i s c o v e r t h e a r e a s o f r i s k t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r s h o u l d c o l l a b o r a t e o n . 5 E x p l o r e t h e i m p o r t a n c e o f c o l l a b o r a t i o n o n s c o p i n g b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r. E x a m i n e t h e f u n d a m e n t a l s o f a n i d e a l p a r t n e r s h i p b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r. I d e n t i f y w h y c o l l a b o r a t i o n b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r i s k e y.
9.
© Systems Plus OBJECTIVES 9 a a a a D
i s c o v e r t h e a r e a s o f r i s k t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r s h o u l d c o l l a b o r a t e o n . a I d e n t i f y t h e f u n d a m e n t a l s f o r c o l l a b o r a t i o n b e t w e e n t h e p r o j e c t m a n a g e r a n d t h e b u s i n e s s a n a l y s t o n s c o p e m a n a g e m e n t a n d c h a n g e . 6 D e t e r m i n e t h e e s s e n t i a l s f o r c o l l a b o r a t i o n b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r d u r i n g t h e d e v e l o p m e n t a n d t e s t i n g p h a s e . E x p l o r e t h e i m p o r t a n c e o f c o l l a b o r a t i o n o n s c o p i n g b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r. E x a m i n e t h e f u n d a m e n t a l s o f a n i d e a l p a r t n e r s h i p b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r. I d e n t i f y w h y c o l l a b o r a t i o n b e t w e e n t h e b u s i n e s s a n a l y s t a n d t h e p r o j e c t m a n a g e r i s k e y.
10.
© Systems Plus LETS
START 10 A l l P r o j e c t M a n a g e r s o r a s p i r i n g p r o j e c t m a n a g e r s r a i s e t h e i r h a n d s A l l B u s i n e s s a n a l y s t s o r a s p i r i n g B u s i n e s s a n a l y s t s r a i s e t h e i r h a n d s A l l D e v e l o p e r s o r a s p i r i n g d e v e l o p e r s r a i s e t h e i r h a n d s
11.
© Systems Plus QUESTIONS
BEFORE DEEP DIVE 11
12.
THE BASICS © Systems
Plus What is the difference between project and product? 12 Project Temporary endeavour taken to product a product, result or services Has begin and end date Project requirements One-Off Delivery Stages : Initiation- Planning- Execution-Monitor & Control - Closing Product It is designed to continually create value for customers by solving their problems Permanent – till decommissioned Evolving customer needs Continuous improvements Stages: Market Introduction- Market Growth- Market Maturity – Decline and Saturation
13.
© Systems Plus GAME 13 Let's
Play… Making a Hat Make a hat that sits on my head and covers my head Team composition BA/PM/QA/DEV (You choose) Customer Asheesh Vashisht Requirement No Adhesive Nothing extra other than pens given should be used 5 Mins Two PMs please come forward Do you need BAs in the team, if yes select
14.
THE BASICS © Systems
Plus What is Scope creep and Gold plating 14
15.
© Systems Plus PROJECTS Why
Project fails? #1 Scope Creep # 2 Overallocated resources # 3 Poor Communications # 4 Bad Stakeholder management # 5 Unreliable estimates 15 # 6 No Risk Management # 7 Unsupported project culture # 8 Accidental project manager # 9 Lack of team planning sessions # 10 Monitoring and Control
16.
© Systems Plus PROJECTS Why
Project fails? Lack of stakeholder engagement and involvement including sponsors engagement and they having clear vision and objective Changing priorities Changing requirements 16
17.
ROLES © Systems Plus
17 PM BA Responsible for Delivering the work of the project It includes defining work and delivering work with in define triple constraints Responsible for what project delivers is valuable and meets the needs of the customer and business Risk of building the wrong thing Risk of running into schedule and budget issues Awesome duo –provides project balance to succeed PM BA
18.
© Systems Plus GAME 18 Let's
Play… Construction of the house I am moving to Pune with my family and need to build a house Team composition BA/PM/QA/DEV Customer Asheesh Vashisht Requirement No Adhesive Nothing extra other than pens given should be used 5 Mins
19.
© Systems Plus GAME 19 Were
following questions asked/Thoughts How many people are there in the house? Are you married? Do you have pets? Do you work from home? Does guest come to your home regularly What is kind of budget you have? Do you have a time line for this? What kind of resources required? What is statutory and legal needs? Make or buy decision? Sub Contractor or in house?
20.
© Systems Plus SUCCESS
FACTORS OF PROJECT 20 What are the success factors of Project
21.
© Systems Plus SUCCESS
FACTORS OF PROJECT 21 COLLABORATION Working together to create something new in support of a shared vision. It is important in networks where individuals exchange relevant information and resources in support of each other’s goals, rather than a shared goal.
22.
COLLABORATION © Systems Plus
22 PM and BA Manage Stakeholders, communications, risks, and scope to Build trust with Stakeholders Reduce Risk Engage Stakeholder Foster an environment for stakeholder management Helps entire team to focus on the project’s outcome
23.
OVERLAP © Systems Plus
23 Scoping and planning Better detailed requirements Better estimates Involve the right stakeholders Communications Strategize key messages for various team members and stakeholders Communicate a consistent message that uses team and stakeholders time effectively Stakeholder relationship and management Create trusting and engaging relationship with project stakeholders Risk Management Discuss the risk and work through the mitigation and response plans
24.
TRIPLE CONSTRAINTS © Systems
Plus 24 Cost Schedule Scope/Features PM and BA collaborate to understand which of the triple constraints' areas are the most important Cost Schedule Scope/Features Quality Quality What is Triple Constraints?
25.
PARTNERSHIP © Systems Plus
25 What is an ideal partnership? Typically touch base with the PM first thing in the morning to see what's on his/her mind as priorities for the day. Discuss the meetings scheduled, who the stakeholders are in those meetings and the meetings goals, and make decisions on adjusting any meetings to make the stakeholder interactions positive. Also discuss the previous day's stakeholder interactions and other updates from the last day or so. Throughout the day run into each other a few times and see how you can support one another with key messages to others and being consistent in your actions and priorities.
26.
QUESTIONS © Systems Plus
26 Do you have any ? At what level BA and PM Collaborate?
27.
COLLABORATION © Systems Plus
27 Portfolio Level Scope Level Estimation and planning Level Requirement and Analysis level Implementation Level Development and Testing Level
28.
PORTFOLIO LEVEL COLLABORATION ©
Systems Plus 28 Define project goals related to strategic goals of organization. Define the value proposition for the impacted stakeholder group or customers PM and BA may be assigned to work at portfolio level Determine measurable goals and objectives to help chart the course, keep the scope tied and aligned to measurable outcome Define what capabilities are missing to meet these goals ( might be new innovations, new process, new behaviour etc) Defining the problem or opportunity statements Define the value proposition for the impacted stakeholder group or customers Look at feasibility of the approach(Cost related, technical , schedule related or business related) (Cost feasibly, - ROI, NPV, Business case etc, @ minimum look at how project will increase revenue , reduce risk or cost, likely cost and likely benefits) PMBA Common
29.
SCOPE LEVEL COLLABORATION ©
Systems Plus 29 Managing Scope Creep Project Scope – Work to be done and resources required for it Product Scope – Looks at from functional goals point of view Technical Scope – Works with technical lead for technical specification, technologies required Functional Scope – Manage the functional scope Organizational Scope – Related to the project Project Scope – Provides inputs from other areas Product Scope – Looks at it from functional and technical point of view Technical Scope – Information only Functional Scope – Provides inputs from other areas Organizational scope - Involves understanding of what locations, units or groups of organizations are impacted. PMBA Common
30.
ESTIMATE AND PLANNING
LEVEL COLLABORATION © Systems Plus 30 Plan what the product is What outcome are expected and from whom Big picture of the product and next focus area Defines Project Plans Estimates and dependencies Requirements management plan (How requirements will tracked and approved) Defines product Plans based on business analysis process Business Analysis plan (deliverables, timelines, Stakeholders) PMBA Common
31.
REQUIREMENTS AND ANALYSIS
LEVEL COLLABORATION © Systems Plus 31 Focus on high priority requirements Collaboratively report status on activities and towards completion of the milestones, not completion of a document Collaborate on approval of requirements Manage vendors, planning resources, and facilitating the work activities of the team What needs to be documented Requirements plan changes New Stakeholders are needed Analysis shows complexities and risks to delivering the intended value Transparency with PM on requirement changes PMBA Common
32.
DEVELOPMENT AND TESTING
LEVEL COLLABORATION © Systems Plus 32 Collaborate with developers - Ensuring right priorities and shared understanding. Communicate what and why to delivery teams Testing - PM makes sure Budget and Schedule are used correctly Project deliverables and Triple constraints Testing: BA provides critical context and dialog to help focus testing area Product features and value PMBA Common
33.
IMPLEMENTATION LEVEL COLLABORATION ©
Systems Plus 33 Transition requirements – what is required to move from current to new state Define what data needs to be taken Communicate the changes to the intended group Readiness of the customer/User Go/ No-Go decision Plan for the load of the data to be updated Train the user on usage of product Analyses the value of the data to be taken Train the user on product value PMBA Common
34.
CHALLENGES © Systems Plus
34 OVERLAPPING Roles What are the challenges between BA and PM?
35.
OVERLAPPING ROLES © Systems
Plus 35 Communications PM feels like sometimes it takes saying something 20 times before it's heard and PM leverages BA to help communicate some of these messages too. They communicate things like Share understanding of requirements and intent Highest priorities Timelines Detailed communications Risk Management Three main areas of risks while collaborating Stakeholder involvement Risk of building the wrong things Risk to schedule 3 Areas BA and PM work together Identify and mitigate or manage risk of stakeholder engagement Analyse context , stakeholders, and the organization to ensure the project purpose and accuracy Be transparent in activities and status including impediments
36.
OVERLAPPING ROLES © Systems
Plus 36 Stakeholder Mgmt. Managing stakeholder is shared responsibility between PM and the BA The areas they work together are: Roles of each stakeholder and expectations Stakeholder's influences Connection with project and cause of project stress Current mindset about project and time invested Scope Mgmt. PM’s biggest fear of BA is scope creep. PM and BA Manages the changes by Identify the change Discuss feasibility Discuss the project needs Discuss the impact to the quality, scope, budget and schedule Bring options and decision for leaders to make All of the above can organized by Change log and decision log Change intake checklist Traceability matrix to determine which requirements tie to which outcome, teams, designs and test
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ADVANTAGES AND DISADVANTAGES ©
Systems Plus 37 Better role definition and focus Explicit communication Bigger pool of ideas/opinions, /perspective Better resource allocation and back up Allows fast tracking of project If done right, can enhance the team performance Quick communications Seeing the whole picture Can be efficient if person has experience in both Can be very efficient for agile projects 2 People, 1 hat 1 person, 2 Hats Lack of communication Only one point of view Unbalanced experience leads to biased behaviour Less efficient in managing accountability Often hard to switch hats Slower communication If not done well, can lead to conflicts and confrontations Unbalanced experience can lead to unbalanced role performance May slow down assembling the team
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BEFORE WE CLOSE ©
Systems Plus 38 Question for all? Any Questions? What are the things you keep in mind when you do a scope or requirement gathering
39.
SCOPE CHECKLIST © Systems
Plus 39 Context and Needs Value Analysis Ambiguity and Change Stakeholders Users Business Process Data
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SCOPE CHECKLIST © Systems
Plus 40 What is the problem/opportunity we are trying to solve? Context and Needs Who are we trying to solve the problem/opportunity for? How does this problem/opportunity impact the end customer? How confident are we that we understand the root cause? What options and alternatives have been discussed? Is the project looking to change customer behaviours? Is the project looking to change internal user behaviours?
41.
SCOPE CHECKLIST © Systems
Plus 41 Are we looking to reduce costs? In what ways? And for whom? Value Analysis How will it be measured? Are we looking to increase revenue? What business outcomes are we looking to get? Are we looking to be more competitive? In what ways? Are we looking to save someone time? Are we looking to provide something to customers that they don’t currently have today? Are we looking to improve the customer experience with the organization, service, or product? In what ways and how will it be measured? Are we looking to simply meet a compliance requirements? Or meet it better than competitors? Or meet it while improving the touch point with customers? Are we looking to reduce risks? Which risks?
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SCOPE CHECKLIST © Systems
Plus 42 What are the major assumptions we or the stakeholders are making? Ambiguity and Change What are the major risks from the perspective of the various teams involved? What hypothesis do we have about the project goals? What experiments need to be done to learn and reduce ambiguity? What is most likely to change during the project? (For example: requirements, regulations, stakeholders, technology, strategy, external parties)
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SCOPE CHECKLIST © Systems
Plus 43 Who is the sponsor? How engaged and available are they? Stakeholders Is the sponsor’s vision clear? What groups will be impacted and how? Where are they located? What groups and users will need to change, and how? What groups and users will see or experience something different as a result of the project? What external organizations, vendors, experts, and government bodies need to be consulted? data? What end-customer touchpoints may change or are at risk?
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SCOPE CHECKLIST © Systems
Plus 44 Will any users see or experience any differences in their interactions with the technology or process? Users List the users and the specific changes. What business processes are impacted, and how? What users and user interactions/goals will change? Are there new rules that will impact the process? What technologies are known to be part of these business processes? Business Process Are job descriptions or responsibilities changing for anyone? Is there any new data needed to make the process successful? Is any new data needed to be transmitted outside the organization? Data Is any new data coming into the organization? Are there any expected changes to existing data?
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© Systems Plus
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