1 Presenter: Ki+y Hass, PMP Principal Consultant, Kathleen Hass & Associates, Inc. BUSINESS ANALYSIS AND PROJECT MANAGEMENT PRACTICE Cell: 303.663.8655 Email: [email protected]CoPresenter: Kate Gwynne, CBAP, CSM Associate Director of Business Analysis, Resource/AmmiraT Email: [email protected]Breakthrough Business Analysis ImplemenAng and Sustaining a ValueBased PracAce
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Presenter: Ki+y Hass, PMP Principal Consultant, Kathleen Hass & Associates, Inc.
BUSINESS ANALYSIS AND PROJECT MANAGEMENT PRACTICE Cell: 303.663.8655 Email: [email protected]
Co-‐Presenter: Kate Gwynne, CBAP, CSM
Associate Director of Business Analysis, Resource/AmmiraT Email: [email protected]
Breakthrough Business Analysis ImplemenAng and Sustaining a Value-‐Based PracAce
• World-‐class enterprise capabiliTes • InnovaTve products and services
– Value to customers – Wealth to boOom line
• EssenTals – Leadership vs. management – Systems thinking vs. project orientaTon – Complexity management vs. project management – AdapTve vs. linear approach – CreaTvity and innovaTon vs. business as usual
Why is it ? Centers on woefully inadequate elements of business/technology
• BA PracTces Informal • BA Community of PracTce Exists • Increasing awareness of the value of BA
Moderately Complex
BA Planning ElicitaTon Analysis Requirements Mgt and CommunicaTon Business Analysts: • IT Oriented • Business Oriented
Highly Complex
Strategy Analysis SoluTon Assessment & ValidaTon Business Case Value Management Strategy ExecuTon Business Analysts: • Business Architects • Business Consultants • Enterprise Analysts
Breakthrough InnovaAon
InnovaTve Business SoluTons Breakthrough CapabiliTes CompeTTve Advantage Business Analysts: • Business/Technology Experts • InnovaTon Experts • Change Experts
• Examine the Culture in Your OrganizaTon – Issues of the day – Current state of project performance – Level of change – Level of compeTTve pressure – PoliTcs: negaTve and posiTve – How business analysis is used – How Centers of Excellence are perceived
– Can you compete with other project ideas for resources and funding
• IntegraTon into the culture – the exisTng power based • Mission/purpose – aligned to organizaTon • OrganizaTonal Placement – higher is beOer • It’s a slippery slope
– Many centers have failed – Only 50% of PMOs are seen as relevant and adding value
• It’s about value – Project benefits management – Investment in innovaTon – ROI
- Communities of practice- Competency assessments- Education and training- Mentoring and OTJ training- Team building- Career path: position descriptions, grades, competencies, and skill requirements
- Competitive analysis- Business architecture- Feasibility studies- Business caseStaff augmentation:- BAs/PMs- Requirements analysts- V&V specialists- Workshop facilitators
Full Cycle Governance
- Business program analysis- Strategic project resources- Portfolio management process support and facilitation- Benefits management
Ins FS IS/IT NP HC Trans1.66 1.66 1.64 1.69 1.62 1.81 BA Practice Maturity
IMPLEMENTATION BUILD the Business Analysis Practice • Implementation Roadmap • Requirements Management Best
Practices • Tools • Processes
Kate Gwynne On-‐the-‐Ground PracAce Lead
DEFINE Current > Future State ü Develop business case for future state (people, processes, and tools) ü Develop BA PracTce Roadmap (acTviTes and Tmeline) ü Establish Analyst Advisory Group (change leaders) ü Develop and implement communicaTon plan for every step in roadmap (include RACI matrix) Roles and ResponsibiliAes ü UTlize BA competency profile (IIBA) to determine role level skills and competencies ü Determine if roles and skills support project objecTves across departments and project types ü Establish or update BA role descripTons for each skill level ü Administer skills and competency assessment for BA employees ü Update interview quesTons to match skills and competencies for new employees and contractors
BUILD Requirements Management ü Implement best pracTces ü Conduct audit for tools and acTviTes used to manage requirements ü Create or modify templates and processes to build efficiencies Metrics and ReporAng ü IdenTfy metrics to determine key performance indicators and criTcal success factors ü Establish key reports to help monitor progress and idenTfy emerging trends
GUIDE Training and Development ü Develop courses and curriculum (or establish vendor relaTonship for external training) ü Determine informal training opportuniTes (staff meeTngs, webinars, books) ü Determine formal training opportuniTes (IIBA meeTngs, seminars, conferences) ü Develop new-‐hire orientaTon materials for on-‐boarding BAs Goals and Career Path Development ü Review individual assessment results and meet with BA’s to establish quarterly and annual goals ü Determine individual training and development plans based on skill needs and career path goals Knowledge Sharing ü Schedule lunch-‐n-‐learn sessions for various audiences to help educate on project best pracTces ü IdenTfy coaching / mentoring opportuniTes between Junior and Senior analysts ü Develop intranet site for hosTng BA PracTce arTfacts
1st Qtr 2nd Qtr 3rd Qtr
BA PRACTICE ROADMAP FOCUS ON THE IMPACT TO PEOPLE, PROCESSES, AND TOOLS
S M A R T Specific Measureable Accurate Relevant Traceable Concise ● Complete
Testable ● Unambiguous
Correct ● Consistent
Necessary ● Feasible
IdenAfiable ● Linked
ü Does this requirement contain the proper amount of detail – no more or less than what is needed?
ü Can this requirement be interpreted only one way, regardless of the reader’s perspecTve?
ü Is this requirement free from grammar, spelling, and punctuaTon errors?
ü Is this requirement needed in order for the soluTon (product, process, or system) to funcTon properly?
ü Is this requirement uniquely idenTfiable through a numbering hierarchy?
ü Is it clear what system(s) or process(es) this requirement, or the parent requirement, will impact?
ü Is it clear how the final soluTon can be tested to prove that this requirement is met?
ü Does the informaTon in this requirement support the overall objecTve for the soluTon feature or funcTonality?
ü Is this requirement within the scope of the project?
ü Can this requirement be traced to any appropriate parent or child requirements?
ü Is this requirement free from FANBOYS, which could mean too much detail or mulTple requirements?
For-‐And-‐Nor-‐But-‐Or-‐Yet-‐So
ü Is this requirement free from adjecTves or adverbs that could make it subjecTve to the reader?
ü Has this requirement been elicited from a valid source of informaTon?
ü Is this requirement possible to achieve, given what is known about the project, systems, and resources?
ü If this is a technical requirement, can it be traced back to one or more business requirements?
ü Are all terms and acronyms in this requirement defined in the document?
ü Are all aspects of this requirement clear and understandable?
ü Is this requirement wriOen in a standard and acceptable format for the intended audience?
ü Is this requirement free from constraints and limitaTons on the soluTon design?
ü If this is a business requirement, can it be traced back to the business problem or objecTves?
• Demonstrate value through: – Value to Customers – Wealth to the BoOom Line – Project Performance Measures – Quality Performance Measures – Quality Processes – Quality Reviews
GUIDE the Business Analysis Practice • Building your team of BAs • Training and Knowledge Sharing • Career Path Development
Kate Gwynne On-‐the-‐Ground PracAce Lead
Best BA’s for your pracAce!
Communicators
Collaborators
Facilitators
Training and Knowledge Sharing
Establish your Business Analyst Career Road Map
– Business Requirements Analyst – Business Process Analyst – Decision Analyst (ocen referred to
as a business intelligence analyst)
– Business Systems Analyst – Systems Analyst – FuncTonal Analyst – Service Request Analyst – Agile Analyst
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– BA Project Lead – BA Program Lead – BA PracTce Lead – RelaTonship Manager – BA Manager
– Enterprise BA – Specialist BAs
• Business Architect • Business Rules • Business Process • Data and AnalyTcs
ADAPTED FROM: INTERNATIONAL INSTITUTE OF BUSINESS ANALYSIS
FAQs • What is the VALUE of business analysis?
– Small project/adapAve model • 50% faster to market • 25% more producTve • ¼ defects
– Decisions made based on business benefits • Value to customers • Wealth to boOom line • Realized/captured/communicated by BA PracTce
• What to do when soluTon is selected before analysis begins? Re-‐do and validate: – Business case – SoluTon alternaTve analysis
• What about PMI? – PMI’s focus exclusively at project level on requirements – IIBA’s focus much broader, more strategic, value-‐based embracing all disciplines that support business change