- 1. 9/18/12 Delivering Maximum ValueThrough Eective Business
AnalysisJohn Parker, CEOEnfocus Solutions
Inc.www.enfocussolutions.com Copyright 2012 Enfocus Solu:ons Inc.
All Rights Reserved. 0 The Problem Most IT Projects Deliver Li2le
or No Business Value Too many failed or challenged projects.
Signicant func:onality is developed but never used. Projects seldom
deliver benets iden:ed in the business case. Copyright 2012 Enfocus
Solu:ons Inc. All Rights Reserved. 1 1
2. 9/18/12 Project Success Rates Failed, 24% Successful, 32%
Challenged, 44% Source: Standish Chaos Report, 2009 Copyright 2012
Enfocus Solu:ons Inc. All Rights Reserved. 2 Project Success Rates
Original Waterfall Agile Category DescripJon 1994 2011 2011
Completed on +me and budget, Successful with all features and
func+ons 16% 14% 42% Project as specied. Completed, but were over
budget, Challenged late, or lacking some originally-53% 57% 49%
Project specied features and func+ons. Project Abandoned or
cancelled at some Impaired/ 31% 29% 9% point and thus became a
total loss. Failed Source: Standish Group Chaos Reports Copyright
2012 Enfocus Solu:ons Inc. All Rights Reserved. 3 2 3. 9/18/12 It
Gets Worse!!! The following projects would have been considered
successful if they had delivered all planned scope on-:me and on
budget using the CHAOS criteria, but Solu:on was ul:mately not used
and withdrawn because of lack of user adop:on Solu:on did not
deliver on business case Solu:on did not deliver expected business
benets Solu:on had poor usability, poor performance, or high error
rates requiring rework Copyright 2012 Enfocus Solu:ons Inc. All
Rights Reserved. 4 Waste: 45% of FuncJonality is never used Source:
Standish Group Report at XP Conference 2002 by Jim Johnson 5
Copyright 2012 Enfocus Solu:ons Inc. All Rights Reserved. 3 4.
9/18/12 Where are the Benets? 78% of Informa:on Systems projects
failed to realize even 50% of the originally iden:ed benets.
Source: Management Today Only 40% of CFOs nd that their IT
investments are producing the returns they expected. Source:
Gartner, How to Op+mize IT Investment Decisions 30-40% of systems
to support business change deliver no benet whatsoever. Source:
OGC, Successful Delivery Toolkit Copyright 2012 Enfocus Solu:ons
Inc. All Rights Reserved. 6 The Culprit Most Projects Deliver Li2le
or No Business Value Poor business analysis is at the root of most
project failures. o Poor requirements o Poor communica:ons between
business and development teams. o Business cases are mostly used to
secure funding and are not used to manage project outcomes. o Low
business analysis maturity levels for most organiza:ons o There is
serious lack of tools to support business analysis. Copyright 2012
Enfocus Solu:ons Inc. All Rights Reserved. 7 4 5. 9/18/12 Top 3
Reasons for Challenged Projects 1. Lack of User Input 2. Incomplete
Requirements 3. Changing Requirements All of these are symptoms of
Poor Business Analysis Source: Standish Chaos Report, 2011
Copyright 2012 Enfocus Solu:ons Inc. All Rights Reserved. 8 The
Cost of Poor Business Analysis 1. Companies with poor business
analysis capability will have three :mes as many project failures
as successes. 2. 68% of companies are more likely to have a
marginal project or outright failure than a success due to the way
they approach business analysis. In fact, 50% of this groups
projects were runaways which had any 2 of the following: Taking
over 180% of target :me to deliver. Consuming in excess of 160% of
es:mated budget. Delivering under 70% of the target required
func:onality. 3. Companies pay a premium of as much as 60% on :me
and budget when they use poor requirements prac:ces on their
projects. 4. Over 41% of the IT development budget for sofware,
sta, and external professional services will be consumed by poor
requirements at the average company using average analysts versus
the op:mal organiza:on. 5. The vast majority of projects surveyed
did not uJlize sucient business analysis skills to consistently
bring projects in on :me and budget. The level of competency
required is higher than that employed within projects for 70% of
the companies surveyed. Source: Business Analysis Benchmark, IAG
Consul:ng Copyright 2012 Enfocus Solu:ons Inc. All Rights Reserved.
9 5 6. 9/18/12 EecJve Business Analysis Must Address SoluJon
Planning, SoluJon Delivery and Benets RealizaJon SoluJon Planning
Business Case Solu+on Scope Requirements SoluJon Delivery (Cost,
Scope, Schedule and Quality) Monitors project delivery (on-+me,
on-budget, delivers all scope and meets quality objec+ves). Ensures
the solu:on meets requirements. Monitors user and stakeholder
engagement and par:cipa:on. Benets RealizaJon Ensures that expected
business outcomes are achieved (e.g., revenues, costs savings,
customer sa+sfac+on, growth/market share, etc.). Requires clear
measurement and repor:ng well afer the project has been delivered.
Focuses on Key Performance Indicators (KPI) and works best when
accountable business owners have KPIs locked in scorecards or
business plan targets. Copyright 2012 Enfocus Solu:ons Inc. All
Rights Reserved. 10 Business Analysis is Much More than
Requirements Requirements Enterprise Analysis Requirements
Elicita:on Problem Analysis Requirements Development Business Case
Requirements Management OrganizaJon and Process Change Business
Process Modeling Business Process Improvement Stakeholder Analysis
and Communica:ons Organiza:onal Readiness Organiza:onal Change
Management Manage Delivery of Value Solu:on Assessment and
Valida:on Business Benets Realiza:on Enterprise Pormolio Management
Copyright 2012 Enfocus Solu:ons Inc. All Rights Reserved. 11 6 7.
9/18/12 Business Analyst Role: More About the Business than IT
Business outcome oriented Business process improvement skills
Organiza:onal change skills Broad (not deep) IT technical knowledge
Customer management skills Ability to conceptualize and think
crea:vely Can ar:culate a vision Interpersonal skills, ethics, and
integrity Nego:a:on and conict management skills Analy:cal and
communica:on skills Copyright 2012 Enfocus Solu:ons Inc. All Rights
Reserved. 12 IIBAs Business Analysis Framework There are big
changes coming in the role of business analysis. The focus will be
much more on understanding stakeholders and their needs, analyzing
change, and delivering value. Understanding how to use these
components and the rela:onships between them results in
understanding your stakeholders, what they value, and how to beper
deliver that value. Version 3 is coming Copyright 2012 Enfocus
Solu:ons Inc. All Rights Reserved. 13 7 8. 9/18/12 Lack of
Automated Business Analysis Tools There are many tools on the
market that address some aspect of business analysis, but most
address only a small part of the problem. Many organiza:ons use
Microsof Word and SharePoint for business analysis. These are good
tools, but using them for business analysis is like using hammer
and screwdriver to construct a skyscraper. Most tools focus
exclusively on the development team and ignore stakeholder and
business needs. Pormolio Requirements Project Management Management
Management IT Service Management Agile Development Applica:on
Lifecycle Management Copyright 2012 Enfocus Solu:ons Inc. All
Rights Reserved. 14 Most Requirement Tools Address Only a Small
Part of Business Analysis Problem statements Requirements Valida:on
Opportunity and vision Requirements Traceability Business Case
Requirements Change Constraints Management Assump:ons Solu:on
Acquisi:on Stakeholder Analysis Solu:on Assessment and Business
Process Analysis Verica:on Capability Gap and Impact Requirements
lifecycle Analysis Management Business Rules User Acceptance Tests
Elicita:on Transi:on Requirements User Needs Analysis Retrospec:ves
Requirements Development Pormolio Management Requirements Bundling
Benets Realiza:on Management Orange highligh:ng is what simple
requirements management tools provide. Copyright 2012 Enfocus
Solu:ons Inc. All Rights Reserved. 15 8 9. 9/18/12 Poll What tool
do you use for business analysis ac:vi:es? Microsof Word, Excel,
and/or SharePoint A simple requirements management tool A
comprehensive business analysis solu:on Other Copyright 2012
Enfocus Solu:ons Inc. All Rights Reserved. 16 Deliver Maximum Value
Copyright 2012 Enfocus Solu:ons Inc. All Rights Reserved. 17 9 10.
9/18/12 A Balanced Scorecard View of Business Value Financial
Stakeholder Delivering a posi:ve ROI for Sa:sfying the needs of
stakeholders by increasing internal and external revenues,
decreasing costs. stakeholders. Internal Business Process Learning
and Growth Improving performance Helping users adopt the by
reducing cycle :me, solu:on resul:ng in elimina:ng waste, avoiding
increased skills, high defects, increasing employee sa:sfac:on, and
eciency, and spending bringing innova:on to new less :me on
non-value and exis:ng products. added ac:vi:es. Copyright 2012
Enfocus Solu:ons Inc. All Rights Reserved. 18 7 Business Analysis
Technique To Deliver More Value Copyright 2012 Enfocus Solu:ons
Inc. All Rights Reserved. 19 10 11. 9/18/12 Change Project Success
Focus to Delivering Value The ul:mate success of a project involves
much more than successfully delivering the solu:on on :me, on
budget, and with all planned scope. The m ain c riteria f or s
uccess i s w hether t he b usiness benets a s p roposed d uring t
he i niJal b usiness c ase were a chieved. Copyright 2012 Enfocus
Solu:ons Inc. All Rights Reserved. 20 Achieving Value Source:
Panorama Consul+ng Copyright 2012 Enfocus Solu:ons Inc. All Rights
Reserved. 21 11 12. 9/18/12 Why is a Business Case Needed? A
well-dened business case is an essenJal rst step for delivering
more value to the business. The successful business case allows the
decision maker to condently choose a course of ac:on. In the end,
it answers the ques:on: Should we undertake this iniJaJve? The
Business Case should not be used just for funding. It should be
updated and used in the benets realiza:on management process.
Copyright 2012 Enfocus Solu:ons Inc. All Rights Reserved. 22
Business Case Lifecycle Copyright 2012 Enfocus Solu:ons Inc. All
Rights Reserved. 23 12 13. 9/18/12 Requirements: Three PerspecJves
Business PerspecJve What business needs must be sa:sed, and what
metrics iden:fy that the project is successful? Customer/User
PerspecJve What problems needs to be solved how will users interact
with the solu:on? Technical PerspecJve What technology changes are
required to ensure that the projects objec:ves will be
accomplished? Not adequately addressing all three of these
perspec:ves will result in a subop:mal solu:on. Copyright 2012
Enfocus Solu:ons Inc. All Rights Reserved. 24 5 Types of
Requirements According to IIBAs BABOK, there are ve types of
requirements. Business Requirements The vast majority of
requirements management tool only addresses solu:on requirements.
Stakeholder Requirements Business stakeholder and transi:on
requirements cannot be not ignored to SoluJon Requirements achieve
maximum value. Func:onal Nonfunc:onal If your current requirements
tool does not support all 5 types of TransiJon Requirements
requirements, nd a dierent tool! Copyright 2012 Enfocus Solu:ons
Inc. All Rights Reserved. 25 13 14. 9/18/12 Requirements Maturity
On average, performance virtually doubled as organiza:ons
progressed from using an ad-hoc approach for requirements deni:on
and management to having ins:tu:onalized and consistent competency
in business analysis. Improved on :me performance of technology
projects increased by 161%. Reduced :me overruns on projects by
87%. Improved average on budget performance for technology projects
by just over 95%. Reduced budget overruns by just under 75%.
Improved the per cent of projects that deliver 100% of the
func:onality needed by the business by just over 75%. Reduced
average func:onality missed by approximately 78%. Source: IAG
Consul+ng Business Analysis Benchmark 2009 Copyright 2012 Enfocus
Solu:ons Inc. All Rights Reserved. 26 How can be2er CollaboraJon
between the SoluJon Team and Stakeholders Help? Lack of user input
is the #1 cause of project failures. Joint ownership of
requirements results in lower costs and higher quality solu:ons.
Organiza:on change goes more smoothly when users and other
stakeholders are involved through the en:re lifecycle. Eec:ve
business analysis is the key for beper collabora:on between
stakeholders and developers. Copyright 2012 Enfocus Solu:ons Inc.
All Rights Reserved. 27 14 15. 9/18/12 Joint Responsibility for
Requirements Makes a Big Dierence Who owns Primary Budget Time
FuncJonality Stakeholder Time Responsibility for Requirements % of
Target % of Target % of Target % of Target IT 162.9 172 91.4 172.9
Business 196.5 245.3 110.1 201.3 Jointly Owned 143.4 159.3 103.7
163.4 Source IAG Business Analysis Benchmark, 2008 Copyright 2012
Enfocus Solu:ons Inc. All Rights Reserved. 28 Engage your
Stakeholders!!! Learn background and purpose of project Document
and express needs Document business rules Gather relevant
background materials Review and validate requirements Par:cipate in
requirement priori:za:on Review design documents Par:cipate in
sofware and prototype demonstra:ons Par:cipate in retrospec:ves and
capturing lessons learned Provide addi:onal informa:on for unclear
requirements Build test scenarios and test cases for user
acceptance tes:ng Perform user acceptance tests Approve changes to
requirement specica:ons Dene transi:on requirements Help prepare
the organiza:on for change Copyright 2012 Enfocus Solu:ons Inc. All
Rights Reserved. 29 15 16. 9/18/12 What is SoluJon Scope? Project
Scope SoluJon Scope Project Scope includes the The Solu:on Scope
describes work needed to create a the characteris:cs, features,
product or deliver a service or func:ons of the product or or
result. Project Scope service to be built. Solu:on denes the work
required to scope is all about the solu:on create and deploy the to
be implemented: how will product. The project scope it look, how
will it func:on, statement is prepared by the and other
characteris:cs, etc. project manager. A business analyst prepares
the product or solu:on scope. Copyright 2012 Enfocus Solu:ons Inc.
All Rights Reserved. 30 Why is SoluJon Scope important? Solu:on
scope consists of high-level Features of the proposed solu:on.
Features should be priori:zed based on business value. Features are
used to capture stakeholder needs and organize requirements. Using
features signicantly reduces solu:on scope creep. Using features is
highly-benecial for both Agile and Waterfall development, as well
as implementa:on of Commercial Packages. Managing Features =
Managing Business Value Carefully dened solu:on scope is key to
prevent scope creep, deliver value, and serve as a basis for
gathering user needs and developing requirement specica:ons.
Copyright 2012 Enfocus Solu:ons Inc. All Rights Reserved. 31 16 17.
9/18/12 Two Types of Value for the User Value is helping the user
get a job done faster, more conveniently, and less expensively than
before. Pain Relievers Gain Creators Copyright 2012 Enfocus
Solu:ons Inc. All Rights Reserved. 32 IdenJfy and Understand Your
Users Iden:fy all your various types of users Prepare a persona for
each user type The personas should contain: Responsibili:es Systems
and Services Used Prole Expecta:ons Review the persona with real
users to ensure that it adequately represents their view. Copyright
2012 Enfocus Solu:ons Inc. All Rights Reserved. 33 17 18. 9/18/12
Understand Users AcJviJes and Problems Users frequently cannot
describe their needs. However, they almost always describe what
they do and what problems they frequently encounter. When customers
do understand their needs, they ofen cannot communicate these needs
clearly to developers. Users should develop scenarios that describe
the work they do. Problem Scenarios Describe problems encountered
in performing their work AcJvity Scenarios Describe how users
perform their daily work InteracJon Scenarios Describe how users
interact with the system Business Analysts read the scenarios to
determine how the solu:on will add value to the users job. Pain
Relievers Gain Creators Business Analysts develop func:onal
requirements to address the needs outlined in the scenarios and
validate the requirements with users and developers. Copyright 2012
Enfocus Solu:ons Inc. All Rights Reserved. 34 What are the Key
Reasons Expected Business Benets are not Achieved? The business
problem was poorly dened giving rise to a awed business case. The
business case was poorly developed and established an incorrect or
unrealis:c expecta:on. Requirements for the solu:on were
inaccurate, incomplete, or were poorly dened. Delivery of the
solu:on was poorly executed. The technical solu:on was
fundamentally awed. The delivered solu:on was not eec:vely adopted
by the business. The business changed signicantly between incep:on
and project comple:on. Copyright 2012 Enfocus Solu:ons Inc. All
Rights Reserved. 35 18 19. 9/18/12 Value Index Business Benets
Received ----------------------------------- SoluJon Cost Copyright
2012 Enfocus Solu:ons Inc. All Rights Reserved. 36 Benets
RealizaJon Management Benets realiza:on starts with dening a
realis:c business case. Benets do not just happen. Benets
realiza:on has its own lifecycle. Benets rarely happen according to
plan. Benets realiza:on is a con:nuous process of envisioning
results, implemen:ng, checking intermediate results, and
dynamically adjus:ng the path leading from investments to business
results. Benets realiza:on is a process that can and must be
managed, just like any other business process. Copyright 2012
Enfocus Solu:ons Inc. All Rights Reserved. 37 19 20. 9/18/12 Benets
RealizaJon Management Copyright 2012 Enfocus Solu:ons Inc. All
Rights Reserved. 38 Benets RealizaJon Management 1. Validate and
Re-Validate the Business Case 2. Create Benet Realiza:on
Accountability 3. Create a Benet Realiza:on Management Plan 4.
Measure and Evaluate Benets Realiza:on at Key Points 5. Iden:fy
Problems and Document Solu:ons 6. Con:nually Op:mize Processes,
Organiza:on, and Technology to Achieve Benets 7. Create a Benets
Dashboard Copyright 2012 Enfocus Solu:ons Inc. All Rights Reserved.
39 20 21. 9/18/12 Poll To what extent does your organiza:on perform
benets realiza:on management ? Done for every project Never
Occasionally for high prole projects Copyright 2012 Enfocus
Solu:ons Inc. All Rights Reserved. 40 Poroolio Management PorUolio
Management is a corporate, strategic level process for coordina+ng
successful delivery across an organiza+ons en+re set of programs
and projects. To obtain the highest return from your available
resources given an acceptable level of risk. To ensure balance in
terms of investment types and organiza:onal strategies. To ensure
funding alloca:ons reect business priori:es. To reallocate funds
when performance deteriorates and/or priori:es change. To manage
dependencies, constraints and minimize double coun:ng of benets. To
manage Pormolio-level risk and uncertainty. To provide transparent
repor:ng on performance from strategic intent to benets realiza:on.
Copyright 2012 Enfocus Solu:ons Inc. All Rights Reserved. 41 21 22.
9/18/12 Poroolio Management is More Than Just Projects Project
Stakeholder Process IT Service Pormolio Pormolio Pormolio Pormolio
Strategy People Process Technology PPM Org. Change BPM ITSM Project
Pormolio Management (PPM) is ofen not understood or embraced and is
ofen managed quite haphazardly. PPM is ofen has dierent tools and
processes and organiza:ons to manage projects, processes,
applica:ons, and IT services. Enterprise pormolio management
involves addressing strategy, people, process, and technology.
Copyright 2012 Enfocus Solu:ons Inc. All Rights Reserved. 42
Poroolio Management Managing for Value Evaluate Value Value Are the
benets worth the eort and risk? Alignment Fit Innova:on Do the
projects contribute to the strategic OpJmize Alignment goals of the
company? Re-Scope Re-Classify Re-Assign (resources) Do we have the
resources and skills to Re-Design (merge) Fit complete the project?
Remove (cancel) Reschedule Monitor Are we willing to invest
something new and KPIs InnovaJon will we gain a compe::ve
advantage? Solu:on Delivery Benets Realiza:on Stakeholder
Sa:sfac:on Copyright 2012 Enfocus Solu:ons Inc. All Rights
Reserved. 43 22 23. 9/18/12 Gartners View of Poroolio Management
Enterprise Poroolio Management Oces are beginning to emerge. The
key driver is the need to merge technology and business projects
under the same organiza:on. Organiza:ons must consider moving
beyond tradi:onal IT pormolio management to align with mission
cri:cal business objec:ves. Since 2008, there has been a high rate
of PMO startup ac:vity with an implementa:on failure rate of more
than 50%. By 2014, more than 30% of organiza:ons will experience a
proliferaJon of sopware tools installed to support Project and
Pormolio Management processes and projects. Dont start a PMO unless
it focuses on demonstrable results and business value vs. process
and administra9ve burden. Source: Gartner Group Project Manager
2014 Eec:ve pormolio management requires managing strategy, people,
processes, and technology and focuses on delivering business value,
not crea:ng an addi:onal process or administra:ve burden. Copyright
2012 Enfocus Solu:ons Inc. All Rights Reserved. 44 Key Takeaways
for Poroolio Management PMOs will emerge to EPMOs merging IT and
business pormolio silos including: IT Service Pormolio Management
Tradi:onal PMOs BA Centers of Excellence Pormolio management will
focus more on delivering value and less on standardiza:on of
processes and administra:on By 2014, companies will invest 30% less
:me and money in tradi:onal IT project management than in 2011.
(Source: Gartner Group) Business analysis skills will play a major
role in realizing the poten:al benets of an EPMO. Copyright 2012
Enfocus Solu:ons Inc. All Rights Reserved. 45 23 24. 9/18/12
Business Value Lifecycle Poroolio Management Project Delivery
Benets RealizaJon Doing the Right Projects Doing Projects Right
Harves+ng the Benets Solu:on Scoping Requirements Measure Business
Case Design Evaluate Priori:za:on Build Op:mize Approval Test
Closing projects Deploy that are no longer important Pormolio
Governance Project Management Business Analysis Enterprise Pormolio
Management Copyright 2012 Enfocus Solu:ons Inc. All Rights
Reserved. 46 The Enfocus Requirement Suite is a Comprehensive
Business Analysis SoluJon Successful projects require a proven
business analysis solu:on, not just a simple requirements
management tool. Dening the Problem Preparing the Business Case
Op:mizing the Business Process Addressing Organiza:onal Change
Scoping the Solu:on Elici:ng Needs Developing the Solu:on
Requirements Managing the Requirements Planning the Transi:on
Assessing the Solu:on Realizing the Benets Managing the Enterprise
Pormolio Copyright 2012 Enfocus Solu:ons Inc. All Rights Reserved.
47 24 25. 9/18/12 Enfocus Requirements Suite Product Components
Provided as a hosted Sopware as a Service (SaaS) Oering Sopware
Comprehensive Tool CollaboraJon Requirement management Collabora:on
and tool to deliver business value communica:on for and innova:on.
customer sa:sfac:on. Content Methods and Techniques Training and
Knowledge Best prac:ce requirement Business analyst training and
management methods prac:ce aids for excellent and techniques.
requirements. Copyright 2012 Enfocus Solu:ons Inc. All Rights
Reserved. 48 Support for Iith Industry SBest PracJces Compliance
wndustry tandards The Enfocus Requirements Suite provides full
support for every task in IIBAs BABOK. In addi:on, the following
other best prac:ces are addressed in the tool: CMMI ITIL Service
Strategy and Design BPM CBOK TOGAF PMBOK APQC PCF Copyright 2012
Enfocus Solu:ons Inc. All Rights Reserved. 49 25 26. 9/18/12
Enfocus Requirement Suite Facilita:ng Collabora:on between Teams
and Stakeholders Solu:on Teams Stakeholders Shared Repository
Copyright 2012 Enfocus Solu:ons Inc. All Rights Reserved. 50
Enfocus Requirement Suite Requirements Excellence Framework The
Requirements Excellence Framework is a complete business analysis
methodology that addresses both business analysis and stakeholder
tasks. Using Requirements Excellence Framework helps deliver
maximum value to the business. Copyright 2012 Enfocus Solu:ons Inc.
All Rights Reserved. 51 26 27. 9/18/12 Requirements Development
Enter Requirements Using Paperns Copyright 2012 Enfocus Solu:ons
Inc. All Rights Reserved. 52 Example Requirements Requirement Coach
Comprehensive business analysis training by industry expert, Karl
Wiegers APQC Benchmarking Thousands of example requirements KPIs
for numerous industries and processes Numerous checklists and
templates Hundreds of example personas and scenarios Copyright 2012
Enfocus Solu:ons Inc. All Rights Reserved. 53 27 28. 9/18/12 Next
Steps: Visit www.enfocussolu:ons.com for more informa:on about our
company and our product. Contact our sales department for more
informa:on or to schedule a demo. Sign up for a free Trial. Select
Enfocus Solu:ons as your tool vendor and partner. Start Maximizing
Business Value through Beper Business Analysis. Copyright 2012
Enfocus Solu:ons Inc. All Rights Reserved. 54 Q & A Copyright
2012 Enfocus Solu:ons Inc. All Rights Reserved. 55 28