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The Project Business Manager role, Business Analyst & Project Manager, in the Cloud revolution

Published in: Business, Technology


  1. 1. NH Hotels Milanofiori, Assago (MI) - 18 Oct. 13 The Project Business Manager role in the Cloud revolution Mirella Marcocci, Project Business Manager PMP, CBAP Filippo Dall’Olio, PMO Manager PMP, CBAP Telecom Italia
  2. 2. Reason of change: Gartner Forecasts «… selling is now about business process improvement ….. 70% of the current IT sales force will not be able to make the transition» © International Institute of Business Analysis
  3. 3. In times of crisis emerges with greater force the need to change  Do I know the value for clients created by my projects?  Am I pleased with the success rate of my projects? (closing on time, cost and quality like scheduled)  Can a structured risk management improve the probability of success of my project?  Did I use my managerial skills ?  Have I the right skills to find new business opportunities?  Do I know the final values of my projects for my company?  Do all tender create value for my Company? Is necessary to make choose Can I continue to manage projects as I have done until now?
  4. 4. Causes of failure of ICT projects         Incomplete requirements lack of stakeholder engagement Lack resources Unrealistic expectations Lack management support Change requirements Lack planning the project is no longer needed 13.1% 12.4% 10.6% 9.9% 9.3% 8.7% 8.1% 7,5 % Standish Group (8000 projects) More than 50% of the causes of failure of ICT projects is attributable to a lack of Business Analysis activities
  5. 5. The Cloud Momentum  A new way of buying and selling software services  Agility and competence  Business-centered  IT transformation  Internet of thinghs  Mobile in motion Cloud Academy  Social analitycs  Data explosion  Automation  Flexibility © International Institute of Business Analysis
  6. 6. Catch the opportunities: The Cloud Momentum  In Italy, the most authoritative observers (Netconsulting-Assinform, Polytechnic, IDC Cloud Observatory) estimate, the public cloud market for 2013, around 250 million with estimated growth of 23% per year  The cloud transforms the entire corporate organization that must adapt to new models, with a redefinition of internal processes and procedures of data processing management  Need a new management, prepared and able to seize the potentials and to adapt the operating mode of their business to the cloud  Service customization, new skills and new models of management, with the "cloud" that becomes an important part of the organizational and technological scenarios of companies: not only the larger ones, but also SMEs and, increasingly, also of public administration Telecom Italia
  7. 7. The era of digital industrial economy began  Cloud, social collaboration, mobile connectivity and Internet of things are the pillars of the revolution.  Every company is a technological company  Every budget becomes an ICT budget  Change the traditional strategy for the competition: the strategy channel, the sales force and the ecosystem of partners have now different business systems. Change traditional Value Chain  «Companies, that will implement the new strategy for the first, will be able to conquer the leadership and to remove competitors *» * Peter Sondergaard, senior vice president of Gartner and global head of Research © International Institute of Business Analysis
  8. 8. Skills necessary to achieve success  Responsible for ensuring that the solution is built in accordance with the requirements of the stakeholders  Responsible for the analysis  Responsible for initiating, planning, executing, monitoring and controlling, and closing the project of the  Responsible for the coordination of project problems and of the identification of the team effort for the release of the solution optimal solution within the business case to the customer, on-time & on-budget  Responsible for building the requirements  Responsible for team management, and ensure that the final solution solve the monitoring customer's business issues communication with stakeholders and Need for PROJECT PROFESSIONALS who work in synergy © International Institute of Business Analysis risk mitigation,
  9. 9. The evolution of Project Management according to Harold Kerzner “Project management is no longer regarded as a part-time occupation or even a career path position. It is now viewed as a strategic competency needed for the survival of the firm. Superior project management capability can make the difference between winning and losing a contract”… “For more than twenty years, becoming a PMP was seen as the light at the end of the tunnel. Today, that has changed. becoming a PMP is the light at the entryway to the tunnel. The light at the end of the tunnel requires multiple certifications. As an example, after becoming a PMP, a project manager may desire to become certified in:  Program Management Business Analysts Skills or Business Management Business Processes Managing Complex Projects Six Sigma  Risk Management     Our choice Dr. Harold Kerzner “The future of Project Management”, Published on Wednesday, November 25, 2009 Business Analysis is functional to a high-quality Project Management!
  10. 10. Gestione del progetto orientata al business © International Institute of Business Analysis Financial Analysis Project Management Business Analysis The Project Business Manager
  11. 11. The changing role An expression of integration and optimization of PM and BA, led by financial logic “…..why not get two roles filled for the price of one salary? “ Business process organizations (BPOs) in India are investing heavily in building business analysis capabilities in response to their clients’ deficiencies in the field. It’s a win-win for BPOs and their customers since the process of selling bundled software development, project management and business analysis services as an entire package improves project outcomes and mitigates project risks. Glenn R. Brûlé “Top 10 key Business Analysis Trends For 2012” © International Institute of Business Analysis
  12. 12. A new presales model in the digital industrial economy  The evolution of contest requires a new design approach  Enter the tapping of client processes  A high-level consultative role, recognized on the field and from the market  Design to create customer value and measure this value  International certifications support the role The PBM as driving lever able to drive and sustain the change by creating experiences that transform people, systems and organization © International Institute of Business Analysis
  13. 13. Understand the type of project to manage it in the most appropriate way The role of the Project Business Manager is to reduce the initial chaos of the complex project with a relational/technique approach Telecom Italia
  14. 14. A new model for the management and control of complex projects In view of the high complexity of the projects, the PMO has adopted a model of integrated management and control aimed at creating value, with the goal of maximizing the return on capital invested. The architecture of this model is based on the integration of 3 management models: FINANCIAL MANAGEMENT of the PROJECT; maximum efficiency and optimization of capital invested MANAGING physical and economic progress of the project and risk management Project Management Risk Management Economic Value Added (EVA) Business Analysis MANAGEMENT of the CLIENT'S BUSINESS NEEDS assessment and analysis of solutions and Business opportunities
  15. 15. A new professional figure  The best resources can handle the most complex projects  Using an integrated approach to Project Management, Business Analysis and Financial Analysis  Are engaged in situations of complexity  Have internationally recognized specialized training  Significantly increases the chances of success and the value created for the company
  16. 16. At the end .... we have identified the leaders  Soft skills  assessment by external companies  identify best resources to responsible care  Hard skills  PMP certification  CBAP certification  Financial approach  Cloud Academy certification  Role recognized by the company and the market  Able to drive and sustain the change by creating experiences that transform people, systems and organization Telecom Italia
  17. 17. TPI (Team Performance Index): an index to measure the dynamics of the Group and the ability of the PM to motivate the resources …. leave the resources richer than how you found them…..
  18. 18. Expected results  Increase the value to the company through the financial approach applied to the management of large projects  Push a corporate maturity on project management and business analysis  Transfer to the Market value of the new role  Recognize and develop leaders  Test and disseminate an integrated, homogeneous and distinctive for managing complex projects  Identify and systematize best practices disseminated in the territory  Do more, do better with fewer resources Telecom Italia
  19. 19. Thank you Mirella Marcocci, Project Business Manager; PMP ,CBAP Filippo Dall’Olio, PMO Manager; PMP, CBAP