Business Analysis & Portfolio ManagementBusiness Analysis & Portfolio ManagementBusiness Analysis & Portfolio ManagementBusiness Analysis & Portfolio Management::::Building a methodological framework to achieve

organizational strategies and success

Michele Maritato – Director, IIBA

26 February 2015

Who We Are

• Connect over 28,000 Members, nearly 225

Corporate Members and over 110 Chapters

• We are and will continue to:

- be the recognized global thought leader

- be dedicated to elevating the role of business analysis

- provide access to relevant tools, resources, events &

connections

• As the voice of the BA community, IIBA supports the

recognition of the profession, and works to maintain standards

for the practice and certification

Core Purpose

“To unite a community of

professionals to create better

business outcomes”

Board of Directors - Representing the Members

• The Board of Directors is comprised of 13 Members and represents the business community from around the world

• The current members of the IIBA Board of Directors are

• Michael Augello, Chair• Teresa Cheung• Ken Fulmer, Vice Chair• Sarah Gibson• Kathleen B. (Kitty) Hass• Jonathan Kupersmith• Leena Malik

• Michele Maritato• Indira (Indy) Mitra • Esther Mui• Judy Munro• Guy Pearce• Tony Tarantelli

• Committed to listening, responding and leading the BA community

Strategic Priorities • New Strategic Plan launched in November 2014• Five new pillars – built on a foundation of operational

excellence

• For more information, visit www.iiba.org/strategicplan

Business Analysis & Portfolio

Management: Building a methodological

framework to achieve organizational

strategies and success

Business & Implementation

Business Implementation

Strategy, Idea of Investment

Problem or Opportunity

WHY

BENEFITS

CHANGE

WHAT

DELIVERABLES

HOW

Implement the Strategy /

Change

Main Causes of Project Failure

• Incomplete Requirements 13.1%

• Failure to involve users 12.4%

• Lack of resources 10.6%

• Unrealistic expectations 9.9%

• Lack of management support 9.3%

• Requirements change 8.7%

• Lack planning 8.1%

• Was no longer needed 7.5%

Source: Standish Group (+8000 projects)

Over 50% of causes for project failure is due to mistakes in

understanding and engaging the stakeholders!

Use of Developed Features

Source: Standish Group – chaos report

Stakeholders who refuse to define what they want end up

with projects that are doomed to failure or experience at least

significant cost overruns, which, for a project manager,

is the same thing.Joseph L. Mayes, PMP, Universal American

Corporation, Lake May, Florida, USA

IT Professionals Non-IT Professionals

“Are business users satisfied with IT Projects?”

Source: PMNetwork® - December 2012

5% 3%

24% 15%

39% 32%

21% 27%

9% 20%

2% 3%

Completely satisfied

Very satisfied

Moderately satisfied

Slightly satisfied

Not at all satisfied

Didn’t know

Any fool can know. The point is to understand.

How can we enable and enforce the link between the Business

and Implementation sides?

What is Business Analysis?• “The practice of enabling change in

an organizational context by defining

needs and recommending solutions

that deliver value to stakeholders”

• A Business Analyst act as a liaison:

• Among business stakeholders

• Between business and

implementation stakeholders

Source: BABOK® Guide

Business Analysis Positioning

• Enterprise Business Analyst

• Business Process Analyst

• Big Data / Decision Analyst

• Define Strategy

• Align to Strategy

• Inform Strategy

ENTERPRISE

FUNCTION

• Enterprise Business Analyst

• Business Process Analyst

• Business Analyst

• Decision Support Analyst

• Agile Analyst

• Systems / Functional Analyst

• Define Change

• Deliver Change

• Support Change

PRJ/OPS• Support

Project/Operations

• Business Analyst

• Service Analyst

Business & Implementation

Strategy

- Project

Activities

Programs

- Recurring

Activities

Projects

Results

Portfolio

Operations

PM and BA: The Dynamic DuoB

US

INE

SS

AN

ALY

SIS

Por/Prg/Prj MANAGEMENT

Business Implementation

WHY

BENEFITS

CHANGE

WHAT

DELIVERABLES

HOW

Strategy, Idea of Investment

Problem or Opportunity

Implement the Strategy /

Change

Business Analysis Planning and Monitoring

Enterprise

Analysis

Solution

Assessment &

Validation

Requirements

Analysis

Elicitation

Requirements

Managem. &

Communicat.

Underlying

Competencies

Business

Requirements

Stakeholder, Solution

Requirements

Transition Requirements

The BABOK® Guide FrameworkSource: BABOK® Guide – Version 2.0

Portfolio Management

Source MoP®

5.1 Define Business

Need

5.2 Assess

Capability Gaps

5.3 Determine

Solution

Approach

5.4 Define

Solution Scope

What is the business

problem-opportunity?

What capabilities do we

need?

How do we want to fill the

gaps?

What are the solution

components?

What are costs, benefits

and risks?Source BABOK® Guide – Version 2.0

5.5 Define

Business Case

Enterprise Analysis

Portfolio

Definition

Portfolio

Delivery

Traceability

• Business Requirements

• Stakeholder Requirements

• Solution Requirements

• Transition Requirements

Portfolio

Program

Project

Portfolio

Definition

Portfolio

Delivery

Stakeholder importance

Co

st r

ati

ng

Prioritize Requirements

1

24

3

L

H

H

Portfolio

Definition

Portfolio

Delivery

And Many Other Benefits•Verifiy Requirements, improve quality of project deliverables

•Validate Requirements, maximize the value of portfolio components

•Improved Business stakeholders engagement

•Improved Portfolio Risk Management

•Maintaining Requirements for re-use, improve implementation efficiency

•Evaluate Solution Performance, improve portfolio alignment

•Less Change Requests (CRs), as indirect effect

•CRs assessed against business needs; justified budget increase

☺ Michele Maritato

� +39.335.5468934

� michele.maritato@iiba.org

www.iiba.org

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