Project Management &
Business Analysis: Mastering
the Requirements
Michele Maritato, MBA, PMP®, PMI-RMP®, CBAP® IIBA®
Dire...
Agenda
1.Project Management and Business
Analysis: the dynamic duo
2.Mastering the Requirements

28/02/2014

PM&BA - Maste...
Agenda
1.Project Management and Business
Analysis: the dynamic duo
2.Mastering the Requirements

28/02/2014

PM&BA - Maste...
Business and Projects
BUSINESS

PROJECT

BUSINESS NEED

SCOPE

CHANGE

PROCESS

BUSINESS BENEFITS

DELIVERABLES

PMI®, Fro...
PMNetwork® - December 2012

Are business users satisfied with IT Projects?
Stakeholders who refuse to
define what they wan...
What is Business Analysis?
• Business Analysis is the set of tasks and techniques used
to work as a liaison among stakehol...
Recommended solution
• New solution: functional requirements
(capabilities) and non-functional
requirements (conditions)
•...
An IIBA / PMI joint research
• “The PM/BA is a peer-to-peer relationship… both
play leadership roles in the organization. ...
Project Management and Business Analysis:
the dynamic duo

BUSINESS ANALYSIS

PROJECT MANAGEMENT

28/02/2014

PM&BA - Mast...
From Traditional PM to Engagement PM
Traditional PM

Engagement PM

Supplier

Partner

Deliver project deliverables

Suppo...
Agenda
1.Project Management and Business
Analysis: the dynamic duo
2.Mastering the Requirements

28/02/2014

PM&BA - Maste...
+
+
I

T

O

BUSINESS
STAKEHOLDER
SOLUTION
FORWARD TRACEABILITY

TRANSITION

BACKWARD TRACEABILITY
28/02/2014

PM&BA - Mas...
•Business Need
•Project Objectives
•Metrics to measure the success
(Business Case)
•…

>> Solution Req. <<
•Input – Transf...
Mastering the project requirements (1)
1.
Preparing

2.
Eliciting

3.
Analyzing

4.
Approving

5.
Managing

BUSINESS | STA...
Mastering the project requirements (2)
1.
PREPARING

2.
Eliciting

3.
Analyzing

4.
Approving

1. Describing at high level...
1. Preparing
• 1. Requirements Management Approach, describes at high
level:
• Process & roles for BA
• BA deliverables
• ...
Mastering the project requirements (3)
1.
Preparing

2.
ELICITING

3.
Analyzing

4.
Approving

1. Planning the elicitation...
Mastering the project requirements (4)
1.
Preparing

2.
Eliciting

3.
ANALYZING

1. Prioritizing req., understand the Acce...
Modelling Business Requirements
Define Business
Need

What is the business problem /
opportunity?

Assess
Capability Gaps
...
The Benefit Logic

28/02/2014

PM&BA - Mastering the Requirements

20
Modelling Stakeholder, Solution and Transition
requirements
INFORMATION

STAKEHOLDERS

Entities

Processes

Data

Classes,...
Verifying and Validating Requirements
• Validating Req.
• Verifying Req.
• To ensure that req. meet
• To ensure that Solut...
Mastering the project requirements (5)
1.
Preparing

2.
Eliciting

3.
Analyzing

1. Communicating req. (packing
and commun...
Mastering the project requirements (6)
1.
Preparing

2.
Eliciting

3.
Analyzing

4.
Approving

1. Monitoring and Controlli...
The Global View

28/02/2014

PM&BA - Mastering the Requirements

25
After the project is closed
• Evaluate solution performances
1. Gather quantitative and qualitative performance
informatio...
Contacts

Michele maritato
•michele.maritato@pmi-nic.org
•education@italy.iiba.org
•LinkedIn: it.linkedin.com/in/michelema...
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04 pm&ba dynamic duo_mastering the requirements_maritato maritato_final2

  1. 1. Project Management & Business Analysis: Mastering the Requirements Michele Maritato, MBA, PMP®, PMI-RMP®, CBAP® IIBA® Director of Board, IIBA® Italy Chapter VP Education, PMI®-NIC VP Organizzazione e Processi 28 February 2014
  2. 2. Agenda 1.Project Management and Business Analysis: the dynamic duo 2.Mastering the Requirements 28/02/2014 PM&BA - Mastering the Requirements 2
  3. 3. Agenda 1.Project Management and Business Analysis: the dynamic duo 2.Mastering the Requirements 28/02/2014 PM&BA - Mastering the Requirements 3
  4. 4. Business and Projects BUSINESS PROJECT BUSINESS NEED SCOPE CHANGE PROCESS BUSINESS BENEFITS DELIVERABLES PMI®, From: Building Professionalism in Project Management® To: Making project management indispensable for business results® 28/02/2014 PM&BA - Mastering the Requirements 4
  5. 5. PMNetwork® - December 2012 Are business users satisfied with IT Projects? Stakeholders who refuse to define what they want IT Professionals Non-IT Professionals end up with projects that are • 5% Completely satisfied 3% • 24% Very satisfied 15% • 39% Moderately satisfied 32% • 21% Slightly satisfied 27% • 9% Not at all satisfied 20% • 2% Didn’t know 3% 28/02/2014 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) PM&BA - Mastering the Requirements 5
  6. 6. What is 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 • Liaison: – With the business stakeholders – With the implementation stakeholders Source BABOK® Guide – Version 2.0 28/02/2014 PM&BA - Mastering the Requirements 6
  7. 7. Recommended solution • New solution: functional requirements (capabilities) and non-functional requirements (conditions) • Transition: capabilities that the solution must have in order to facilitate transition from the current state of the enterprise to a desired future state 28/02/2014 PM&BA - Mastering the Requirements Product Scope 7
  8. 8. An IIBA / PMI joint research • “The PM/BA is a peer-to-peer relationship… both play leadership roles in the organization. Both are accountable to the sponsor - the PM for leading the team and delivering the solution and the BA for ensuring that the solution meets the business need and aligns with business and project objectives. And both roles, equally, are required for project success.” Source Partnering for Success: An IIBA / PMI Joint Collaboration, Elizabeth Larson, 2011 28/02/2014 PM&BA - Mastering the Requirements 8
  9. 9. Project Management and Business Analysis: the dynamic duo BUSINESS ANALYSIS PROJECT MANAGEMENT 28/02/2014 PM&BA - Mastering the Requirements 9
  10. 10. From Traditional PM to Engagement PM Traditional PM Engagement PM Supplier Partner Deliver project deliverables Support the client in delivering value to its customers Near term value of the deliverables Long term value of the solutions Separate EPM systems The client uses the partner’s EPM system …Years ago, the sales force would sell a product… to a client, and then move on to find another client. Today, the emphasis is on staying with the client and looking for additional work… 28/02/2014 PM&BA - Mastering the Requirements Source The Future of Project Management, 2009 - Prof. Harold Kerzner 10
  11. 11. Agenda 1.Project Management and Business Analysis: the dynamic duo 2.Mastering the Requirements 28/02/2014 PM&BA - Mastering the Requirements 11
  12. 12. + + I T O BUSINESS STAKEHOLDER SOLUTION FORWARD TRACEABILITY TRANSITION BACKWARD TRACEABILITY 28/02/2014 PM&BA - Mastering the Requirements 12
  13. 13. •Business Need •Project Objectives •Metrics to measure the success (Business Case) •… >> Solution Req. << •Input – Transformation – Output •Look and Feel •Usability and Humanity •Performance, Maintenance + •… I TO 28/02/2014 >> Stakeholder Req. << •Processes •Activities •Use Cases •… >> Transition Req. << •Data Conversion •Training •Resources •… PM&BA - Mastering the Requirements + PLANNING, EXECUTING, MONIT. & CONTR. INITIATING >> Business Req. << 13
  14. 14. Mastering the project requirements (1) 1. Preparing 2. Eliciting 3. Analyzing 4. Approving 5. Managing BUSINESS | STAKEHOLDER | SOLUTION | TRANSITION REQ. INITIATING PLANNING 28/02/2014 INITIATING PLANNING EXECUTING INITIATING PLANNING EXECUTING MON. & CONT. INITIATING PLANNING EXECUTING MON. & CONT. PM&BA - Mastering the Requirements MON. & CONT. CLOSING 14
  15. 15. Mastering the project requirements (2) 1. PREPARING 2. Eliciting 3. Analyzing 4. Approving 1. Describing at high level the req. Management Approach (deliverables, tech., roles, etc.) 2. Identifying and analyzing the Stakeholders 3. Defining the requirements Deliverables and plan the BA Activities 4. Planning the BA Communication with the stakeholders 5. Establishing the procedures for Prioritizing, Approving, Allocating, Managing changes to requirements 28/02/2014 PM&BA - Mastering the Requirements 5. Managing INITIATING BUSINESS PLANNING STAKEHOLDER SOLUTION TRANSITION 15
  16. 16. 1. Preparing • 1. Requirements Management Approach, describes at high level: • Process & roles for BA • BA deliverables • BA techniques (for elicitation, analysis, etc.) • Timing and frequency of stakeholder interaction • Plan driven vs Change driven approach • 5. Procedures: • Prioritizing, Approving, Allocating, Managing changes 28/02/2014 PM&BA - Mastering the Requirements 16
  17. 17. Mastering the project requirements (3) 1. Preparing 2. ELICITING 3. Analyzing 4. Approving 1. Planning the elicitation process and preparing the material (based on techniques) 2. Executing the elicitation, capturing all that is said 3. Distinguishing the Req. from the Non-req. (issues, risks, assumptions, constraints, etc.) 4. Confirming that the elicited req. match the stakeholders needs 28/02/2014 PM&BA - Mastering the Requirements 5. Managing INITIATING BUSINESS PLANNING EXECUTING STAKEHOLDER SOLUTION TRANSITION 17
  18. 18. Mastering the project requirements (4) 1. Preparing 2. Eliciting 3. ANALYZING 1. Prioritizing req., understand the Acceptance criteria’s 2. Modelling req. (Business, Stakeholder, Solution, Trans.) 3. Documenting Assumptions and Constraints 4. Verifying req. (quality control) 5. Validating req. (delivery value to the business) 28/02/2014 4. Approving 5. Managing INITIATING PLANNING BUSINESS EXECUTING PM&BA - Mastering the Requirements STAKEHOLDER SOLUTION TRANSITION MON. & CONT. BUSINESS STAKEHOLDER SOLUTION TRANSITION 18
  19. 19. Modelling Business Requirements Define Business Need What is the business problem / opportunity? Assess Capability Gaps What capabilities do we need? Determine Solution Approach How do we want to fill the capab. gaps? Define Solution Scope What are the solution components? Define Business Case What are costs, benefits and risks? Source BABOK® Guide – Version 2.0 28/02/2014 PM&BA - Mastering the Requirements 19
  20. 20. The Benefit Logic 28/02/2014 PM&BA - Mastering the Requirements 20
  21. 21. Modelling Stakeholder, Solution and Transition requirements INFORMATION STAKEHOLDERS Entities Processes Data Classes, Profiles, Roles Ongoing work Business / Product Use Cases Organizational change Attributes Relationships Business Rules TRANSITION Business / Product Scenario’s • The use of models for Solution and Transition Requirements will help introduce rigor 28/02/2014 PM&BA - Mastering the Requirements 21
  22. 22. Verifying and Validating Requirements • Validating Req. • Verifying Req. • To ensure that req. meet • To ensure that Solution and Transition req. are the necessary standard aligned with Business of quality for Communication and and Stakeholder req. Implementation Source BABOK® Guide – Version 2.0 28/02/2014 PM&BA - Mastering the Requirements 22
  23. 23. Mastering the project requirements (5) 1. Preparing 2. Eliciting 3. Analyzing 1. Communicating req. (packing and communicating) 2. Approving req. (produce the req. baseline) 3. Managing issues/conflicts 28/02/2014 4. APPROVING INITIATING BUSINESS PM&BA - Mastering the Requirements 5. Managing PLANNING EXECUTING STAKEHOLDER SOLUTION TRANSITION MON. & CONT. BUSINESS STAKEHOLDER SOLUTION TRANSITION 23
  24. 24. Mastering the project requirements (6) 1. Preparing 2. Eliciting 3. Analyzing 4. Approving 1. Monitoring and Controlling BA performances 2. Managing Changes to requirements 3. Maintaining requirements for re-use (future projects) 28/02/2014 PM&BA - Mastering the Requirements 5. MANAGING MON. & CONT. CLOSING BUSINESS STAKEHOLDER SOLUTION TRANSITION 24
  25. 25. The Global View 28/02/2014 PM&BA - Mastering the Requirements 25
  26. 26. After the project is closed • Evaluate solution performances 1. Gather quantitative and qualitative performance information – If necessary, identify more metrics 2. Make decision on solution evolution / replacement / elimination 28/02/2014 PM&BA - Mastering the Requirements 26
  27. 27. Contacts Michele maritato •michele.maritato@pmi-nic.org •education@italy.iiba.org •LinkedIn: it.linkedin.com/in/michelemaritato •www.italy.iiba.org 28/02/2014 PM&BA - Mastering the Requirements 27

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