Both Project Management & Business Analysis are essential for a successful project. Project Managers and Business Analysts need to work together on Requirements Management to ensure project success. Effective communication and collaboration between these two roles is essential. This presentation offers suggestions and tips on how to work together on requirements management and how to improve your organizations requirements management maturity.

1. One World Trade Center | 121 Southwest Salmon Street, Suite 1100 | Portland, Oregon 97204
http://www.soleasolutions.com | 800.360.2141 (main) | 971.269.0993 (fax)
Dynamic Duos: Batman & Robin, Peanut
Butter & Chocolate, PMs & BAs
Jennifer C. Colburn, CBAP, PMP
Project World® and World Congress for Business Analysts®
22 September 2014

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• Senior Business Analyst at Solea Software Solutions,
living in Portland, Oregon
• Member of the International Institute of Business
AnalysisTM (IIBA®) and a Certified Business Analysis
ProfessionalTM (CBAP®)
• Member of Project Management International (PMI®)
and a certified Project Management ProfessionalTM
(PMP®)
• Member of the Portland, Oregon Chapter of the IIBA®
• Past member of the IIBA Competency Model
Committee, assisting in the development of the
Business Analysis Competency Model
• Enjoy traveling
A little bit about me

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• Do you consider yourself a:
– Project Manager
– Business Analyst
– Both a PM & a BA
– Other
• Are you a:
– PMP, CAPM, PgMP, PfMP, PMI-ACP, or PMI-PBA
– CBAP or CCBA
– Both
A little bit about you

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Robin: You know, in the
circus, the Flying Graysons
were a team. We had to
trust each person to do
their jobs. That's what
being partners is all about.
Sometimes, counting on
someone else is the only
way you win.
http://www.imdb.com/title/tt0118688/quotes
Dynamic Duos: Batman & Robin
Robin: I could have made that jump!
Batman: And you could have splattered your brains all over the
side of the building.

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Dynamic Duos: Peanut Butter & Chocolate

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Project Manager
Dynamic Duos: Project Managers & Business Analysts
Successful
Projects
Business Analyst

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“With a clear understanding of – and
respect for – each other’s roles and
responsibilities, project managers and
business analysts can work together
effectively to achieve project objectives.”
- David P. Bieg, Program Manager,
Project Management Institute
Mutual Understanding & Respect

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• What is Business Analysis and why is it
important?
• What are requirements and how do they
impact project success?
• Who is responsible for Requirements
Elicitation?
• What is Requirements Management?
• Who is responsible for Requirements
Management?
• Formula for a Dynamic Duo!
Overview

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Definition of Business Analysis
IIBA
The set of tasks and techniques used to work as a liaison among stakeholders in order to
understand the structure, policies and operations of an organization, and recommend solutions
that enable the organization to achieve its goals.
Understanding how organizations function to accomplish their purposes
• Definition of organizational goals
• How those goals connect to specific objectives
• Determining the courses of action that an organization has to undertake to achieve those
goals and objectives
• Defining how the various organizational units and stakeholders within and outside of that
organization interact
(From the Business Analysis Body of Knowledge, v 2.0)
PMI
• The application of knowledge, skills, tools and techniques to determine problems
and identify business needs
• To identify and recommend viable solutions for meeting those needs
• To elicit, document, and manage stakeholder requirements in order to meet
business and project objectives
• To facilitate the project team with the successful implementation of the product,
service or end result of the project or program
(From the Project Management Body of Knowledge, Fifth Edition)

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BABOK® Knowledge Areas

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• IIBA® founded in 2003 to advance the practice
of Business Analysis
• Business Analysis Body of Knowledge®
(BABOK®)
• IIBA offers two certifications:
– Certified Business Analysis ProfessionalTM (CBAP®)
• Over 4,000 Recipients since 2005
– Certification of Competency in Business AnalysisTM
(CCBA®)
• Over 600 Recipients since 2011
– Exam covers the 6 Knowledge Areas and
Underlying Competencies
Importance of Business Analysis – IIBA®

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PMBOK® Knowledge Areas

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• In 2009, Version 4.0 of PMBOK® added “Collect
Requirements” to Project Scope Management
• Created the PMI Professional in Business Analysis
(PMI-PBA)SM credential in 2014
– Recognizes the individual’s expertise in business
analysis, and using these tools and techniques to
improve overall success of projects.
– Exam cover these five domains:
• Needs Assessment
• Planning
• Analysis
• Traceability & Monitoring
• Evaluation
Importance of Business Analysis – PMI®

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Requirements Challenges

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• PMBOK®
– A condition or capability that is required to be present in a
product, service or result to satisfy a contract or other
formally imposed specification.
• Types include: Business, Stakeholder, Solution, Project, Transition
• BABOK®
– 1. A condition or capability needed by a stakeholder to
solve a problem or achieve an objective.
– 2. A condition or capability that must be met of possessed
by a solution or solution component to satisfy a contract,
standard, specification or other formally imposed
documents.
– A documented representation of a condition or capability
as in 1) or 2).
• Types include: Business, Stakeholder, Solution, Transition
Definition of “Requirement”

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• “The project’s success is directly influenced by
active stakeholder involvement in the discovery
and decomposition of needs into requirements
and by the care taken in determining,
documenting, and managing the requirements of
the product service or result of the project.”
– PMBOK® Fifth Edition, Section 5.2 Collect
Requirements
• “For too many analysts, organizational resistance
and participation problems in the requirements
process is so great, it is near impossible for the
analyst to be successful.”
– IAG Business Analysis Benchmark 2009
Project Success & Requirements

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Challenges of Business Analysis
http://www.stellman-greene.com/2007/08/03/qa-how-to-get-ahead-in-business-analysis-without-really-trying/

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PMBOK® 5.2 Collect
Requirements Inputs:
• Scope Management
Plan
• Requirements
Management Plan
• Stakeholder
Management Plan
• Project Charter
• Stakeholder Register
Requirements Elicitation
BABOK® Conduct Requirements
Elicitation Inputs:
• Business Case
• Business Need
• Solution Scope
• Stakeholder List
• Roles and Responsibilities
• Organizational Process Assets
• Requirements Management
Plan
• Scheduled Resources

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PMBOK® 5.2 Collect Requirements Outputs:
• Requirements Documentation
• Requirements Traceability Matrix
Requirements Elicitation
Note: Outputs are very different because the BABOK® has separate KAs for:
Requirements Management & Communication (which includes Requirements Traceability,
Preparing the Requirements Package, Managing Solution Scope and Requirements),
Requirements Analysis (which includes Prioritizing, Organizing, Specifying & Modeling
Requirements, as well as Determining Assumptions/Constraints, Verifying and Validating
Requirements)
and Planning and Monitoring (which includes Requirements Management Process)
BABOK® Conduct Requirements Elicitation
Outputs:
• Document Elicitation Results

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Techniques for Requirements Elicitation

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• Do your projects have separate well defined roles
for Project Managers and Business Analysts?
• Who is responsible for project success?
Project Roles

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• The PM is responsible for ensuring product
delivered to customer on time and within
budget.
• The BA is responsible for ensuring that the
product is built according to requirements and
is built correctly.
• This difference in focus is reason that having
both roles on team is critical.
- Barbara Carkenord, Director of Business Analysis
Practice at RMC Project Management
Why a Project Needs Both
http://www.lbmctech.com/wp-content/uploads/Whitepaper-Project-Manager-and-Business-Analyst.pdf

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• Project Managers are ultimately responsible
for ensuring project work is completed by the
project team
• RACI/Roles & Responsibilities
• WBS with specific Requirements Elicitation
tasks
• Considerations:
– Skills required for different techniques and tools
– Resource availability and location
– Audience
– Team approach
Requirements Elicitation- Whose Job Is It?

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• What do you think is the #1 reason for project
failures?
– Inadequate funding
– Unrealistic timeline
– Resources limitations
– Poorly defined requirements
Reason for Project Failures

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Requirements Management According to Dilbert

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2009 IAG Business Analysis Benchmark survey
• 74% of companies have low level of requirements
management maturity
• These organizations achieve the business
objectives of a project only 54% of the time and
take 35% more time to achieve this poorer result
• 75% of organizations surveyed waste over 1 in 3
dollars spent on IT development and
implementation annually as a result of poor
requirements maturity
• Poor requirements definition and management
wastes 34% of the average organization’s IT
Budget
Requirements Management Five Years Ago

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2014 PMI Pulse of the Profession® In-Depth Report:
Requirements Management – A Core Competency for
Project and Programs Success found:
• 20% of organizations reported high requirements
management maturity
• 47% of unsuccessful projects fail to meet goals due to
poor requirements management
• Inaccurate requirements gathering is listed as primary
cause of failure (37%)
• 5.1% of every dollar spent on projects and programs is
wasted due to poor requirements management
• 51% of organizations do not have the necessary
resources to perform requirements management
• Only 46% report performing well on “Collaboration
between the project manager and business analyst”
Requirements Management Today
http://www.pmi.org/~/media/PDF/Knowledge%20Center/PMI-Pulse-Requirements-Management-In-Depth-Report.ashx

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• Low Performing Organizations
– More than half of projects are unsuccessful
primarily due to poor requirements management
– Costs 10 cents for every dollar spent
• High Performing Organizations
– Only 11% of project are unsuccessful primarily
due to poor requirements management
– Costs 1 cent for every dollar spent
From PMI’s 2014 Pulse of the Profession® In-Depth Report: Requirements Management – A Core
Competency for Project and Programs Success
The Cost of Poor Requirements Management

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PMI’s 2014 Pulse of the Profession®
• “For organizations to deliver projects
successfully, they need to be really good at
business analysis. And to be really good at
business analysis, they should have expertise
in managing requirements.”
• Over half of organizations surveyed indicated
that in the next 3-5 years, they expect an
increase in the integration of requirements
management and business analysis with
project management.
Future of Requirements Management

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BABOK®
• The activities that control requirements development,
including requirements change control, requirements
attributes definition, and requirements traceability.
PMBOK®
• The discipline of planning, monitoring, analyzing,
communicating and controlling requirements
• Continuous process throughout a project
• Involves communication among project team members
and stakeholders
• Adjustments to requirements changes throughout the
course of the project
So What is Requirements Management Anyway?

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Members of PMIs Global Executive Council listed these skills as
important for requirements management:
• Active Listening
• Interpretation and clear articulation of requirements, ability
to align them to the project’s strategic vision
• Communication
• Able to handle ambiguity
• Stakeholder Engagement
David P. Bieg noted additional skills:
• Uncover unarticulated stakeholder needs
• Understand business process complexity
• Understand impact of changes to business strategy
• Communicate solution value to key stakeholders
Requirements Management Skills
http://www.pmi.org/~/media/PDF/Knowledge%20Center/PMI-Pulse-
Requirements-Management-In-Depth-Report.ashx

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• What level is your organization in Requirements
Maturity?
• IAG’s Requirements Maturity Model is an excellent
tool
Requirements Maturity Model
Maturity Levels Capabilities
0 – Incomplete Process
1 – Performed Practices & Techniques
2 – Defined Technology
3 – Implemented Staff Competency
4 –Institutionalized Deliverables
5 – Optimizing Organization
http://www.iag.biz/resources/capability-areas/the-requirements-maturity-model-explained.html

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IAG’s Business Analysis Benchmark 2009
• Requirements Maturity improvement is highly
correlated with improvement in development
effectiveness
• Development methodology does not impact
success rates of projects
• Requirements maturity cannot be changed
through continuous focus on only one underlying
capability
• Lower skilled people in high requirements
maturity company significantly outperform
higher skilled people in low requirements
maturity company
Understanding the Impact of Requirements Maturity

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Indirect Control
• Executive Sponsor Buy-In
• Quality of the product solution
• End-customer satisfaction
Direct Control
• Competency of the person performing requirements
management*
• Collaboration between the PM & BA
• Defining and monitoring key objectives, benefits and
expectations
• Definition of business requirements
• Communicating and setting expectations with stakeholders
• Managing Change
• Verifying and Validating the Solution
PMI Key Requirements Management Practices

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• Defined processes and methodology
– Documentation Standards
– Requirements Center of Excellence
• Defined practices and techniques
• Resources – hiring good BAs*
• Training/Professional Development
• Requirements Management Tools*
• Scorecard/Measurements
– Formal process for requirements validation to ensure
objective validation
• Culture of valuing requirements management
– Must include top management, project sponsors,
stakeholders
Improving Requirements Maturity and Management

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• Assess your skills
– Take the IIBA Business Analysis Competency AssessmentTM
– Intermediate and Senior Levels
– Free for IIBA Members, $25 for Non-Members
– Includes IIBA Business Analysis Competency Model
• Improve your skills
– More efficient and effective you are, the greater testament to
the value of requirements maturity
– Less time with stakeholders, faster time to delivery
• Improving from Level 1 to Level 4 results in:
– 32.4% increase in analyst productivity
– 30% improvement in time required by stakeholders to
participate in requirements sessions
– Satisfaction rate with IT projects increases to over 80% (from
about 50%)
From IAG’s 2009 Business Analysis Benchmark report
What you can do to improve Requirements Management

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PMBOK®
• How requirement activities are planned,
tracked and reported
• Configuration management activities
• Requirements prioritization process
• Product metrics and rationale for using
• Traceability structure
Requirement Management Plan

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• Business Analysis Planning and Monitoring
– Focus on planning for the BA processes and activities.
– Specify the how the business analysis tasks will be performed
– Identify the deliverables produced
– Describe how changes will be controlled and managed
• Requirements Management & Communications
– Focus on presenting and communicating documented requirements to all
stakeholders, including project team members, to bring the group to consensus
on project scope.
– Identify and manage change
• Requirements Elicitation
– Focus on gathering requirements from various stakeholder groups
– Identify the tasks, knowledge and techniques for capturing requirements
• Requirements Analysis
– Focuses on analyzing the data
– Defines the methods, tools, techniques to structure raw data collected during
elicitation
– Identifies gaps in requirements
– Defines the “solution” capabilities and can serve as the foundation for selecting
among solution alternatives.
BABOK® and Requirements Management

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• Outcomes of projects and programs are not
affected by whether requirements management
task and activities are performed by project
managers, business analysts, or both.
– PMI’s 2014 Pulse of the Profession®
• Responsibility for the Requirements Management
Plan is the PMs but that doesn’t mean they must
perform the activities.
• Define in RACI/Roles & Responsibilities/WBS
– Skills/Resource availability
– Communicate so you don’t duplicate!
– Collaborate!
Requirements Management- Whose Job Is It?

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Project Management Challenges

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• BAs
– Top 5 things you wish PMs would do to support
Business Analysis to ensure project success?
• PMs
– Top 5 things you wish BAs would do to support Project
Management to ensure project success?
Wish List

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• A Business Analyst helps organizations define
the optimal solution for their needs given a
set of constraints (time, budget, regulations,
etc.) under which that organization operates
• Solution Scope- set of capabilities a solution
must support to meet the business needs
• Project Scope- the work necessary to
construct and implement a particular solution
Project Scope Vs. Solution Scope

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Focus
• PM focus on Project Scope: resources, budget,
schedule, plan, risks, quality
• BA focus on Solution Scope: Business risks/issues,
requirements related tasks in WBS, solution
quality, represent business
Engagement
• Business Analysis is continuous process, begins
before projects start, continues after project ends
• PM involvement usually starts when project is
approved and ends when project ends
Focus & Engagement

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• BAs - education on Project Management
• PMs - education on Business Analysis
• WBS tasks clearly assigned
• Roles & Responsibilities clearly defined
• Communications Plan clearly defined
• Communicate & Collaborate - don’t duplicate
• Importance of requirements management in
project success- prevent scope creep, reduce
project risks and rework
Working Together

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Work as a team to deliver a quality product that
meets the business needs, stakeholder goals,
and is on schedule and within budget.
Understanding
+
Mutual Respect
=
Dynamic Duo
Formula for a Dynamic Duo

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• Trust each person to do their jobs.
• Form a partnership with your project team.
• Counting on someone else is the only way you
win.
Closing Words from Robin