1. From the “Triple
Constrained” to the
“Triple Cs”:
How Stakeholders, Project Managers and
Business Analysts Can Improve Their
Collaboration, Cooperation and Coordination
Glenn R. Brûlé
Director of Client Solutions
gbrule@esi-intl.com
www.esi-intl.com
2. Agenda
Distinct Roles The Output C3
building talent, driving results 2
4. Distinct Roles Distinct
Roles
Business Goals &
Objectives
1PMI®, A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
2IIBA™, Business Analysis Body of Knowledge® (BABOK®) building talent, driving results 4
5. Through a PM’s Eyes Distinct
Roles
Executive
Inputs: Governance
Outputs:
Methodologies Business Results
(Agile, Lean/Six
Sigma, ITIL, etc.)
Organizational Change
Mgmt/Leadership
Portfolio
Mgmt Enterprise Enterprise
Program Analysis Architecture
Mgmt
Project Process Business Information
Mgmt Mgmt Analysis Technology
Contract & Vendor Management
Business Acumen
building talent, driving results
6. The World According to the BA Distinct
Roles
Critical Thinking & Enterprise
Problem Solving
Strategic
Analysis
Financial Enterprise Architecture
Consideration SOA
Organizational Change Management
Change
Portfolio Program
Establishing a Governance
Management Management
Business Mindset
High Impact ITIL, RUP, AGIL, LEAN,SIX Sigma, CMMI
Communication
Tactical
Process Project
Business Analysis
Management Management
Facilitation Skills
building talent, driving results
7. Through a Stakeholder’s Eyes Distinct
Roles
I already know
II have a
have a what the
problem solution is!
problem
/idea
/idea
It’s my
It’s my
prerogative
prerogative How much
How much
to change
to change will it cost?
will it cost?
my mind!
my mind!
Who will
Who will When can II
When can
help me?
help me? have it?
have it?
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8. A Tricky Balancing Act… Distinct
Roles
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9. Cogs in the Wheel Distinct
Roles
Strategic Perspective –
Strategy, goals and objectives
Interpersonal Perspective –
one-to-one and one-to-many
communication and interaction
Personal Perspective –
personal goals,
style and capabilities
Operational Perspective –
processes, systems, procedures
and structures
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11. Where is the Balance? The Output
Project Business
Management Analyst
Responsibilities Responsibilities
Integration Enterprise Analysis
Scope Requirements Planning
Time & Management
Cost Elicitation
Quality Analysis & Design
Risk Communication
HR Solution Assessment &
Communication Validation
Procurement
?
building talent, driving results
12. Where is the Balance? The Output
Project Management Business Analysis
Integration
Enterprise Analysis
Scope
Planning & Management
Time
Elicitation
Quality
Analysis & Design
Risk
Communication
Communication
Solution Assessment
& Validation
HR
Procurement
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13. Summary of Our Individual and The Output
Collective Responsibilities
Project Managers Business Analysts
Concerned with overall project success Concerned with overall product success
Manages project according to the triple constraints: Manages the product according to its “triple”
time, cost, quality/scope deliverables: traceability, verifiable, visible
Demonstrates competencies as defined by the PMI’s Demonstrates competencies defined by the
A Guide to the Project Management Body of International Institute of Business Analysis’ Business
Knowledge (PMBOK® Guide) Analysis Body of Knowledge® (BABOK®)
Has obtained certification status: Project Has obtained certification status: Certified Business
Management Professional (PMP®) Analysis Professional™ (CBAP™)
Defines project scope Defines product scope and works with PM to refine
project scope if necessary
Concerned with scheduling and cost control Defines identifies stakeholders and multiple solution
options after conducting enterprise analysis
Manages change request process Defines requirements necessary to support proposed
change requests
Assess and evaluates overall project/organizational Assess and evaluates overall customer and client
risk risks based on requirements/deliverables
building talent, driving results
14. The PM and BA Points of The Output
“Contention”
Five Main Areas:
Planning — project schedule
development (project vs. analysis work
plan)
Scope management (requirements
management)
Identifying risks associated with the
project WBS
Work Breakdown Structured
deliverables (project vs. product)
Communication with stakeholders ―
who’s in charge?
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15. Measures of Success The Output
All projects are concerned with the creation of
deliverables
All requirements must be tied to one or more
deliverables
Time Cost
All deliverables must be tied to the overall scope
of the project
Scope of the project must be tied to the overall Scope
business goals and objectives
If all the deliverables have the characteristics
depicted in the adjacent graphic, you have
achieved BA success, thus adding to project
success! Specific Visible
Measurable
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16. Here’s a Project that Really The Output
Worked!
Special Purpose Dexterous Manipulator-
SPDM
– Otherwise known as the Canadarm
$100M Canadian Space Agency Project
for contribution to the International Space
Agency
Won a PMI’s regional project of the year
award
The project was based on a risk
management approach
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17. It’s All About Teamwork! The Output
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18. Cogs in the Wheel The Output
Strategic Perspective –
Strategy, goals and objectives
Interpersonal Perspective –
one-to-one and one-to-many
communication and interaction
Personal Perspective –
personal goals,
style and capabilities
Operational Perspective –
processes, systems, procedures
and structures
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20. Output and Artifacts The Output
Phase Output / Artifacts
Goals & Objectives Typically, financial deliverables that would allow an organization to fulfill its financial
obligations and its obligations to deliver goods and services to its clients
Planning Identify deliverables to be produced, resources to produce them, methods to use to
produce them, coordination with other dependant projects. Stakeholder identification,
Stakeholder Elicitation Plans, Glossary of Terms, Vision Statement, organizational risk
management plan, change control systems, metrics and reporting, traceability
Enterprise Analysis Business Architecture Documents, results of feasibility study effort, product and project
scope statements, business case/financial analysis, organizational risk management
plan refined
Solution Acceptance or Allocation of funding and resources to support the approved engagement
Rejection
Planning Identify deliverables to be produced, resources to produce them, methods to use to
produce them, co-ordination with other dependant projects. Stakeholder identification,
Stakeholder Elicitation Plans, Glossary of Terms, Vision Statement, organizational risk
management plan, change control systems, metrics and reporting, traceability
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21. Output and Artifacts…cont’d The Output
Phase Output / Artifacts
Analysis Documentation validating requirements using a variety of modeling techniques. Defines
capability of proposed solution, determines gaps to be considered in solution compared
to current state. Requirements at this point can be assessed and validated for priority
and amount of risk they may impose upon the solution. We would also define their
usability / non-functional requirements and the impact they may have on the solution.
Design Iterations, story boards, prototypes – vertical or horizontal in nature
Test Assess requirements coverage, ensure that original needs are linked back to business
goals and objectives. Issue and defect reporting.
Deployment Training materials, user guides, all artifacts related to the verification and validation /
testing of the solution
Transition Proposed phases for up-grades, point released, close out package
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22. A Closer Look…Enterprise The Output
Analysis
Conduct Determine Prepare the Conduct Initial Prepare
Business
Feasibility Project Business Risk the Decision
Architecture
Study Scope Case Assessment Package
Assesses and
evaluates the
Based on strategic Validates that both Provides input of contents of the
goals and objectives, Provides input via product and project current cash flows, Works with PM & BA package works with
works with PM & BA facilitated sessions, scope are expenditures and to collaborate on the PM and the BA
Stakeholder to begin identifying surveys and other consistently in willingness to take organizational risks to prepare the
“As-Is” state of the elicitation means alignment with on financial and benefits documentation for
organization overall G&O expenditures the Portfolio
Management
Committee
Though facilitation Quantification of Prepares the
techniques, data collected using package with the
Facilitates sessions Identifies
Begins to create decomposes various techniques right information and
Business domain models &
for the elicitation of requirements risk an
solution options with such as SWOT, right audience to
Analyst high-level business impact on the
context diagrams PM to determine GAP and Root evaluate and
requirements solution
both product and Cause Analysis approve of proposed
project techniques solution
Assign resources, Works with BA Works with PM to Works with the BA to
Collaborates with the vendors, etc, to help through various realize overall costs Works with BA to present the
Project BA on resources and with the facilitation facilitated session do to implement understand risk package(s) from
Manager effort required to act and data collection create a high-level solution considering response strategies their respective view
and compilation WBS & PBS effort and resources points
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24. Tactically Strategic C3
Up-front collaborative planning
– Vision Statement
– Glossary of Terms
– Stakeholder Profiles
– Stakeholder Elicitation Plans
– High level risk assessment for project
Appreciation and understanding of respective
disciplines
Understanding of output and interdependencies
of output
Consistent and structured approach to execution
of deliverables
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25. Thanks for
listening!
Glenn R. Brûlé
Director of Client Solutions
gbrule@esi-intl.com
www.esi-intl.com
