09/27/2014 Artis Boyd, PMP 1. BUSINESS AND FUNCTIONAL REQUIREMENTS “PROCESS IMPROVEMENT” 09/27/2014 Artis Boyd, PMP.

Artis Boyd, PMP 1

09/27/2014

Artis Boyd, PMP

BUSINESS AND FUNCTIONAL REQUIREMENTS

“PROCESS IMPROVEMENT”

09/27/2014

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PROJECT SCOPINGPROCESS IMPROVEMENT STEPS…

Identify and select processes or opportunities

Identify Stakeholders/

Customers

Establish Requirements

Develop Solutions

Implement Action Plan

Team members to include necessary business unit representatives

Each step consists of elements to be completed and reviewed prior to moving forward

Measurement will occur throughout the 5 Step Process

Communication is critical throughout 5 Step Process

Action plan may consists of simple action items or full project implementation

IDENTIFY AND SELECT PROCESSES OR OPPORTUNITIES…

Key Deliverables

Prioritized list of business needs

Selected Project process to improve

Opportunity Statement

Project Charter(s): team members and stakeholders

IDENTIFY STAKEHOLDERS/ CUSTOMERS…

Key Deliverables List of Stakeholders/Customers

Identify functional accountability (RACI Chart)

Start w/ project sponsor Who’s in the critical path Who’s impacted - identify critical handoff points

Identify potential baseline measures Activities, Volumes, Output, Quality

Measures

ESTABLISH REQUIREMENTS…

11/05/2013

Key Deliverables Define Requirements (Start from Project

Charter) Facilitated Work Sessions Define requirements approach

Flow Charts Fish Diagram Process Design Charting

Analysis and Understanding of Current State vs. Future State

Establish Baseline Measurements

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REQUIREMENTS- QUALITY CONTROL

Other

1%Lack of qualified

resources

3%

Poor requirements definition

50%1Poor scope

control

15% 3

Inadequate risk management

17%

2

Translating User Requirements into Project Deliverables

Communication problems

14%

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GATHERING - REQUIREMENTS...

Requirements Capture?Requirements analysis is “the set of tasks, knowledge, and techniques required to identify business activities/functions and determine solutions to business problems.”

Focus on 6 knowledge areas of Enterprise Analysis Requirements Planning and Management Requirements Elicitation Requirements Analysis Requirements Communications Solution Assessment and Validation

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Why Are Requirements So Difficult? 1. They are more than what the business “wants”

2. Unique knowledge and skills are required to develop the requirements

3. Project timelines may not allow sufficient time for requirements development

4. Specifying requirements to the right level of granularity is iterative

5. The use of requirements in related processes or frameworks is often unclear or misunderstood

6. Business changes cause requirements to change

KEY CHALLENGES TO “REQUIREMENTS” CAPTURE

Project Meeting Facilitation: Addressing the Gap

Causes of Meeting Ineffectiveness

Lack of Effective Meet-ing Controls

Incorrect or Inadequate Attendance

Poor Preparation

Other

PM & BA training doesn’t often include facilitation skills, meeting planning and group dynamics.

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INTERSECTION OF BUSINESS ANALYST AND PROJECT MANAGER

Project Management

Business Analysis

Directs the Team

Ensures project is delivered

Removes barriers

Manages project change

Manages the Work Breakdown Structure

Listens

Ensures requirements are met

Identifies business issues

Manages requirements

Business Liaison

Communicate!

Collaborate

PM and BA Tasks

DESIGN & PLANMEETING MUST HAVE’S…

“If a meeting is worth doing, it’s worth doing well.”

Do the Necessary Planning

1.Purpose

2.Desired Outcome(s)

3.Invite (duration & location)

4.Basic Agenda*

• How long will each item take?• Who is responsible for leading the discussion?• How will each topic be covered?

Discussion, Brainstorming, Round Robin, Reporting

• What is the expected outcome, if appropriate?

5.Mandatory Participants

6.Necessary Pre-work (if any)

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DESIGN & PLAN FACILITATOR’S TOOLS

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•Ease group contributionIce Breakers

•Prioritize issues to achieve consensusNominal Group

Technique

•Choose fairly between many optionsMultiVoting

•Generate many radical ideasBrainstorming

•Achieve consensus among expertsDelphi Technique

•Avoid fatal flaws in group decision makingAvoiding Group

Think

DESIGN & PLAN MEETING MUST HAVE’S…

Before the Meeting: Think AheadWorst case scenario (contingency plan)? Best case scenario?

How do you want the meeting to flow?

How will you introduce the issue(s) at hand?

How can attendees be made ready to have a good meeting?

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Intel Corporation Conference Room Posters

• Do you know the purpose of this meeting?

• Do you have an agenda?• Do you know your role?

TOOLS FOR KEEPING MEETINGS ON TARGET

“A productive meeting is a well planned, well managed journey that engages participants and achieves its intended goal.”

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Know what you need to accomplish

The agenda is the roadmap.

Use it as a checklist for progress or to postpone topics that will be addressed later.

Provide materials when possible

Prep critical attendees with your expectations of their role.

Meeting Purpose

Agenda Be Prepared

*A survey of 150 corporate meetings found that half had no written agenda, less then one third captured minutes, and only one in ten followed through with next steps.

GUIDE AND CONTROL

Set ground rules

Review objectives and agenda

Get things flowing

Keep up the momentum and energy

Listen, engage, and include

Monitor checkpoints and summarize

Intervene, if necessary

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GUIDE AND CONTROLEXAMPLE: PROJECT MEETINGS

1.Roll Call

2.Accomplishments • List successes since the last status update• Browse the quarterly recognition (or annual Volunteer Service Awards)

for your team members and share their good press!3.Check In - the status of work

4.Work scheduled but not completed

5.Cross-project issues

Possible Other: A human element A positive quote (Values.com) “A smile is a curve that sets everything

straight.” Phyllis Diller A well timed comic

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RECORD AND FOLLOW UP

Ensure understanding Begins DURING the meeting

Use words that the group chooses

Record decisions and actions Plan enough time at the end to recap/agree Check for fairness and accuracy Obtain responsibility and commitment

Follow up after the meeting

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HOW CAN I MAKE OUR PROJECTS SUCCESSFUL?

“If you fail to plan,

you plan to fail!”Benjamin Franklin

SO, DO YOU PLAN?

This is how it works with strategic planning. It’s not the plan…it’s the planning. When your team works together to identify the issues, develop the strategy, build the schedule, assign responsibilities and assess the costs, success is almost assured. Team members know what to do, when to do it, why it’s important and how any changes will affect others