Planning Requirements: Getting Started on a New Project - Planning for Requirements.pdf · June 2015 Planning Requirements: Getting Started on a New Project Betsy Stockdale, PMI-PBA

June 2015

Planning Requirements:

Getting Started on a New Project

Betsy Stockdale, PMI-PBA

© Seilevel All rights reserved

TOPIC

Importance of Planning

Components of a Business Analysis Plan

Example Plans

AGENDA


A decision has been made to search for new software to replace an aging software package. The current software is for expense reporting, and used by all areas of the company, and has been in use for

17 years. There is an administrative team who manages the expense reporting process, as well as

15 other departments and 536 users. Over the years, a lot of integrations to the software have been built , including to the ERP system, finance system,

the bank and many others.

YOU HAVE A NEW PROJECT

DRAFT A BUSINESS ANALYSIS PLAN


WHY IS IT IMPORTANT TO

PLAN?

• Understand what needs to be done

• Negotiation on scope and tasks

• Estimate amount of work

• Set expectations


BUSINESS ANALYSIS PLANNING

WHERE TO BEGIN?

Get oriented

Determine primary

stakeholders

What SDLC will be used?

Understand project history


BUSINESS PROBLEM

BUSINESS OBJECTIVE

Business Problem

SeiSounds

subscription revenue

has dropped by 10%

in the last quarter

Business Objective

Increase quarterly

subscription revenue

from $72,000 to

$80,000 within two

quarters (from

development start)


BUSINESS PROBLEMS & OBJECTIVES HELP UNDERSTAND THE SCOPE


High-level Activities

Prep time

Heads down time

Creating Requirement

Models

Writing requirements

Reviewing deliverables

Consider Schedules


CREATING A BUSINESS ANALYSIS PLAN


Scope Statement

Visual Requirement

Models

Backlog with user

stories

Requirements

Specification

Requirements

Management Plan

Acceptance Criteria


WHAT DELIVERABLES ARE REQUIRED?


BUSINESS ANALYSIS APPROACH

FORMALITY & LEVEL OF DETAIL OF BUSINESS ANALYSIS DEVIVERABLES

Approach

Predictive Adaptive

Solution

Definition

Defined before

implementation to

maximize control and

minimize risk

Defined in iterations to

arrive at best solution or

improve existing solution

Level of

Formality

Formal – Information is

captured in standardized

templates

Informal – Information is

gathered through team

and feedback

Activities Activities required to

complete deliverables

are identified first and

then divided into tasks

Activities are divided into

iterations with

deliverables first and

then the associated tasks

are identified

Timing Tasks are performed in

specific phases

Tasks are performed

iteratively



TECHNIQUES


Multiple meetings on a single topic?

Interview small groups before workshop?

Requirements Workshop needed?

1x1 Interviews? Document analysis?


PLAN CONSIDERATIONS


Senior Chen

CEO

Jake Sear

VP Marketing

Kell Allen

Marketing Dev Manager

Andrea Grover

Marketing Analyst

Shrim Panter

Director of Analytics

Sanjay Chai

VP IT

Kelly Herplan

Director of Development

Amber Weaver

Dev Manager

Will Spooner

Director of QA

Blanch Biller

VP Supply Chain

Will Knife

Sr. Supply Chain Analyst

Sally Winterton

VP Product Management

Elizabeth Grant

Sr. Product Manager

Michael Fischer

Requirements Analyst

Betty Anderson

Sr. Business Analyst

Lenny Legal

General Counsel


PERFORM STAKEHOLDER ANALYSIS



STAKEHOLDER CONSIDERATIONS

Roles

Attitudes

Decision Making Authority

Level of Power or Influence



STAKEHOLDER IDENTIFICATION TECHNIQUES



STAKEHOLDER COMMUNICATION NEEDS



GOVERNANCE

Governance

Decision Making Process Reviews

Change Control

Approvals

Prioritization



INFORMATION MANAGEMENT



PERFORMANCE IMPROVEMENTS



POSSIBLE METRICS

Accuracy and

Completeness

Knowledge

Effectiveness

Organizational

Support

Significance

Strategic

Timeliness



WHAT DO “REAL” PLANS LOOK LIKE?


EXAMPLE

BA PLAN – TABLE IN MS WORD


EXAMPLE

BA PLAN - BURNDOWN


EXAMPLES

OTHER BA PLAN TEMPLATES

IIBA Austin

Templates

BA Times

Template

Watermark Learning

Templates

http://austin.iiba.org/index.php/professional-development/template-library



http://www.batimes.com/images/pdfs/ReqDevApproachTemplate.doc



http://www.watermarklearning.com/resources/templates.php#ba




A decision has been made to search for new software to replace an aging software package. The current software is for expense reporting, and used by all areas of the company, and has been in use for

17 years. There is an administrative team who manages the expense reporting process, as well as

15 other departments and 536 users. Over the years, a lot of integrations to the software have been built , including to the ERP system, finance system,

the bank and many others.

LET’S TRY AGAIN…

DRAFT A BUSINESS ANALYSIS PLAN


BABOK v2

1 Plan Business Analysis

Approach

2 Conduct Stakeholder

Analysis


Activities


Communication

5 Plan Requirement

Management Process

6 Manage Business Analysis

Performance

BABOK v3


Approach

2 Plan Stakeholder

Engagement


Governance


Information Management

5 Identify Business Analysis

Performance Improvements

BUSINESS ANALYSIS PLANNING & MONITORING

COMPARE BABOK VERSIONS


Questions


• Visual Models for Software Requirements (Beatty and Chen 2012)

• Software Requirements, 3rd Edition (Wiegers and Beatty 2013)

• A Guide to the Business Analysis Body of Knowledge (IIBA 1015)

FOR MORE INFORMATION

CONSIDER THESE RESOURCES


And the winners of a free book are…


Betsy Stockdale [email protected]

S www.seilevel.com

@Seilevel

www.facebook.com/Seilevel

search: Betsy Stockdale, Seilevel


Planning Requirements: Getting Started on a New Project - Planning for Requirements.pdf · June 2015 Planning Requirements: Getting Started on a New Project Betsy Stockdale, PMI-PBA

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