PM-BA Dynamic Duo

PMI®, PMP®, CAPM®, PMBOK®, PgMPSM, OPM3® are either marks or registered marks of Project Management Institute, Inc. The PMI R.E.P. logo is a registered mark of the Project Management Institute, Inc. BABOK®, BusinessAnalysis Body of Knowledge®, IIBA®, and the IIBA® logo are registered trademarks owned by International Institute of Business Analysis. CBAP® and the CBAP logo are registered certification marks owned by InternationalInstitute of Business Analysis. Certified Business Analysis ProfessionalTM, EEPTM and the EEP logo are trademarks owned by International Institute of Business Analysis. The IIBA® chapter logo, IIBA® Associate Sponsor logo,IIBA® Corporate Sponsor logo, IIBA® Industry Sponsor logo, and IIBA® member logo are logos owned by International Institute of Business Analysis. These trademarks are used with the express permission of InternationalInstitute of Business Analysis.

PM-BA, the dynamic duothe origins, evolution and state of the art

Michele MaritatoMBA, PMP, PMI-RMP, CBAP, CSM, PSM-I, PSPO-I, PMI-ACP

Athens, 29/11/2016

www.pm-progetti.it © PMProgetti Srl [email protected] 2

Agenda

1. Project Management and Business Analysis:the dynamic duo

2. Mastering the Project Requirements

3. Case study

PMI®, PMP®, CAPM®, PMBOK®, PgMPSM, OPM3® are either marks or registered marks of Project Management Institute, Inc. The PMI R.E.P. logo is aregistered mark of the Project Management Institute, Inc. BABOK®, Business Analysis Body of Knowledge®, IIBA®, and the IIBA® logo are registeredtrademarks owned by International Institute of Business Analysis. CBAP® and the CBAP logo are registered certification marks owned by International Instituteof Business Analysis. Certified Business Analysis ProfessionalTM, EEPTM and the EEP logo are trademarks owned by International Institute of BusinessAnalysis. The IIBA® chapter logo, IIBA® Associate Sponsor logo, IIBA® Corporate Sponsor logo, IIBA® Industry Sponsor logo, and IIBA® member logo are logosowned by International Institute of Business Analysis. These trademarks are used with the express permission of International Institute of Business Analysis.


Agenda



3. Case study


In 2008…


Project Management & BusinessAnalysis: the dynamic duo

Mastering theProject Requirements Case study

Business Need,Business Plan,Business Case

Project Charter,Project Plan,Would I…?


PMI®, From: Building Professionalism in Project Management®To: Making project management indispensable for business results®



BUSINESS NEED

BUSINESS BENEFITS

CHANGE

SCOPE

DELIVERABLES

PROCESS

BUSINESS PROJECT

Business and Projects

Chaos Report, Standish GroupProject success is rare





Chaos Report, Standish GroupCauses of failure in IT projects


Mastering theProject Requirements

Incomplete requirements 13,1 %

End users not engaged 12,4 %

Lack of resources 10,6 %

Unrealistic expectations 9,9 %

Lack of support from top management 9,3 %

Change in requirements 8,7 %

Lack of planning 8,1 %

Did not need anymore 7,5 %

Case study


Chaos Report, Standish GroupImplemented features, how often they are used?




PMNetwork® - December 2012Are business users satisfied with IT Projects?

5% 3%24% 15%39% 32%21% 27%9% 20%2% 3%

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

Completely satisfied

Very satisfied

Moderately satisfied

Slightly satisfied

Not at all satisfied

Didn’t know



Some discoveries

Collecting requirements is not a process, it is a Profession Project Managers and Business Analysts have different

«heads» Project Managers are problem solvers Business Analysts are researchers

Project Managers do not necessarily have businessknowledge and/or business analysis skills

Project Managers do not always have time for managingstakeholders expectations, especially at project execution

When we centralize all accountabilities under a uniqueperson, we are disengaging the other resources





What is Business Analysis



Business Analysis is the practiceof enabling change in anenterprise by defining needs andrecommending solutions thatdeliver value to stakeholders

BABOK® Guide – 3° edition

Case study

BA

Bus

ines

s St

akeh

olde

rs Developm

ent Team


BUSI

NES

S AN

ALYS

IS

PROJECT MANAGEMENT



Project Management and Business Analysis:the dynamic duo

Case study


The Babok Guide






The position of PMI®

Case study

Business Analysts in the organization




• 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• SupportProject/Operations

• Business Analyst• Service Analyst


Agenda



3. Case study



BUSINESSSTAKEHOLDER

SOLUTION

The classification of requirements (1)

+

I T O

+

TRANSITION




The classification of requirements (2)



>> Business Req. <<

•Business Need•Project Objectives•Metrics to measure the success(Business Case)•…

>> Stakeholder Req. <<

•Processes•Activities•Use Cases•…

+

>> Solution Req. <<

•Input – Transformation – Output•Look and Feel•Usability and Humanity•Performance, Maintenance•… I T O

+

>> Transition Req. <<

•Data Conversion•Training•Resources•…

INIT

IATI

NG

PLAN

NIN

G, E

XEC

UTI

NG

, MO

NIT

. & C

ON

TR.

Case study


Mastering the project requirements (1)

1.Preparing

2.Eliciting

3.Analyzing

4.Approving

5.Managing

INITIATING INITIATING INITIATING INITIATING

PLANNING PLANNING

EXECUTING

PLANNING

EXECUTING

MON. & CONT.

PLANNING

EXECUTING

MON. & CONT. MON. & CONT.

CLOSING

STAKEHOLDER | SOLUTION | TRANSITION REQUIREMENTS



BUSINESS | STAKEHOLDER REQUIREMENTS

Integrating the Babok Guide with Scrumwww.slideshare.net/mmaritato/ba-agile-michelemaritatov2





Agenda



3. Case study


ContractManag. Training

ad hoc

BusinessAnalysis

ProjectManag.

Qualitative Risk analysis can lead to a number to be used torank the project in comparison to other

P1

P2

P3

Com

plex

ity E

valu

ator

Projects/Contracts8,5

5

2,5

PMOAssignment

Risk

Key Indicator



The PMO in Telecom Italia


First PBM(Project

BusinessManager)

High PotentialResources

Certification PMP®

Resources not yet certified

CB

AP®

cert

ifica

tion

The evolutionary roadmap expresses the evolution of theProject Manager in Telecom Italia with a view to acquire the

entire lifecycle responsibility (E2E) project

Standard PMO Advanced PMO

PMP®

1

2

3

4

5

2 3 4 5

DEBOLITECNICAMENTE

DEBOLISSIMI

“NEL RUOLO”

ECCELLENTI

INSICURI,PREVALENTEMENTE

CON VOGLIA DIMIGLIORARE

CAMPIONI

COMPETENTI,MOLTO POCO

CAPACI E MOLTODEMOTIVATI

COMPETENTI, POCO CAPACI E DEMOTIVATI

COMPETENTI, MOTIVATI E POCO CAPACI

COMPETENTI CAPACI E DEMOTIVATI

1

2

3

4

5

2 3 4 5

DEBOLITECNICAMENTE

DEBOLISSIMI

“NEL RUOLO”

ECCELLENTI



CAMPIONI






DEBOLITECNICAMENTE

DEBOLISSIMI

“NEL RUOLO”

ECCELLENTI



CAMPIONI






Assessment by third party



The evolution of the role (1)


Proj

ect B

usin

ess

Man

ager

Proj

ect

Man

ager

ProjectManagement

business oriented

Busi

ness

Ana

lyst

Integration ofProjectManagement andBusiness Analysisin a single visionand responsibility



A new professional approach to ensure: Management of project with full responsibility for achieving the objectives Understanding the customer's business system and improve the ability to

seize new business opportunities Project Management and Business Analysis capabilities to provide

solutions to fulfill the customer’s business needs



Not a Superman but theexpression of optimization andintegration of PM and BA skills

“…..why not get two rolesfilled for the price of onesalary?

Business process organizations(BPOs) in India are investing heavily in building business analysiscapabilities in response to their clients’ deficiencies in the field. It’s awin-win for BPOs and their customers since the process of sellingbundled software development, project management and businessanalysis services as an entire package improves project outcomesand mitigates project risks.”





Source Glenn R. Brûlé “Top 10 key Business Analysis Trends For 2012”

Engagement Project Management

…Years ago, the sales force would sell a product… to a client, andthen move on to find another client. Today, the emphasis is on stayingwith the client and looking for additional work…

Source: The Future of Project Management, 2009 - Prof. Harold Kerzner

Traditional PM Engagement PMSupplier Partner

Deliver project deliverables Support the client in deliveringvalue to its customers

Near term value of thedeliverables

Long term value of thesolutions

Separate EPM systems The client uses the partner’sEPM system



