Dynamic Duos: PMs & BAs Drive Project Success
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This document provides an overview of business analysis and requirements management. It discusses the importance of business analysis and defines it according to the IIBA and PMI. It also discusses the importance of requirements and how poor requirements management can impact project success. The document emphasizes that project managers and business analysts must work together as a dynamic duo, with mutual understanding and respect for each other's roles, in order to effectively manage requirements and ensure project success.
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Dynamic Duos: PMs & BAs Drive Project Success
- 1. Dynamic Duos: Batman & Robin, Peanut Butter & Chocolate, PMs & BAs 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) Jennifer C. Colburn, CBAP, PMP Portland Chapter IIBA Meeting 18 November 2014
- 2. 2 Challenges of Business Analysis http://www.stellman-greene.com/2007/08/03/qa-how-to-get-ahead-in-business-analysis-without-really-trying/
- 3. A little bit about me • Senior Business Analyst at Solea Software Solutions • 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 3 • Enjoy traveling
- 4. A little bit about you • Do you consider yourself a: 4 – 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
- 5. 5 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.
- 6. Dynamic Duos: Peanut Butter & Chocolate 6
- 7. Dynamic Duos: Project Managers & Business Analysts Successful Projects 7 Project Manager Business Analyst
- 8. Mutual Understanding & Respect “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 8
- 9. • 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! 9 Overview
- 10. 10 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)
- 11. 11 BABOK® Knowledge Areas
- 12. Importance of Business Analysis – IIBA® • 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 12
- 13. 13 PMBOK® Knowledge Areas
- 14. Importance of Business Analysis – PMI® • 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 14
- 16. Project Success & Requirements • “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 16
- 17. 17 Requirements Elicitation PMBOK® 5.2 Collect Requirements Inputs: • Scope Management Plan • Requirements Management Plan • Stakeholder Management Plan • Project Charter • Stakeholder Register BABOK® Conduct Requirements Elicitation Inputs: • Business Case • Business Need • Solution Scope • Stakeholder List • Roles and Responsibilities • Organizational Process Assets • Requirements Management Plan • Scheduled Resources
- 18. Techniques for Requirements Elicitation 18
- 19. • Do your projects have separate well defined roles for Project Managers and Business Analysts? • Who is responsible for project success? 19 Project Roles
- 20. • 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 20 Why a Project Needs Both http://www.lbmctech.com/wp-content/uploads/Whitepaper-Project-Manager-and-Business-Analyst.pdf
- 21. Requirements Elicitation- Whose Job Is It? • 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 21
- 22. Requirements Management According to Dilbert 22
- 23. Requirements Management Five Years Ago 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 23
- 24. Requirements Management Today 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 24 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” http://www.pmi.org/~/media/PDF/Knowledge%20Center/PMI-Pulse-Requirements-Management-In-Depth-Report.ashx
- 25. The Cost of Poor Requirements Management • 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 25
- 26. Future of Requirements Management 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. 26
- 27. So What is Requirements Management Anyway? 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 27 and stakeholders • Adjustments to requirements changes throughout the course of the project
- 28. Requirements Management Skills 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 http://www.pmi.org/~/media/PDF/Knowledge%20Center/PMI-Pulse- Requirements-Management-In-Depth-Report.ashx 28
- 29. • What level is your organization in Requirements Maturity? • IAG’s Requirements Maturity Model is an excellent tool 29 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
- 30. Understanding the Impact of Requirements Maturity 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 30
- 31. PMI Key Requirements Management Practices Indirect Control • Executive Sponsor Buy-In • Quality of the product solution • End-customer satisfaction Direct Control • Competency of the person performing requirements 31 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
- 32. Improving Requirements Maturity and Management • 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 32
- 33. What you can do to improve Requirements Management 33 • 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
- 34. Requirements Management- Whose Job Is It? • 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! 34
- 36. Project Scope Vs. Solution Scope • 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 36
- 37. 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 37 Focus & Engagement
- 38. • 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 38 Working Together
- 39. 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 39 Formula for a Dynamic Duo
- 40. • Trust each person to do their jobs. • Form a partnership with your project team. • Counting on someone else is the only way you win. 40 Closing Words from Robin
Editor's Notes
- Batman and Robin’s relationship was between built on teamwork in dire circumstances, sound familiar? Although the graphic is from the 60’s Batman and Robin, the quote is from the 1997 Batman & Robin movie with George Clooney and Chris O’Donnell
- Handouts- Peanut Butter & Chocolate cups
- BAs: much more than junior PMs who take notes! PMs: much more than meeting schedulers who produce status reports! Business Analysis is about a product or solution Project Management is about the project that delivers that product or solution Combined they can deliver a quality solution, on time and within budget.
- David also served on the Board of the IIBA as Chief Operating Officer. I was “converted” from a BA to a PM by a well intentioned but slightly misguided director who thought all BAs grew up to be PMs. Being a PM and eventually obtaining my PMP gave me a great appreciation and respect for project managers. But I was happy to get a new manager that allowed me to go back to being a BA. The goal of this presentation is to give PMs and BAs a little more information to help them obtain a mutual understanding and respect, and help us all be more successful.
- Relying heavily on the IIBA/BABOK, PMI/PMBOK and IAG (Information Architecture Group) Consulting, The Requirements Experts, as they are globally recognized authorities in the respective areas. How many are familiar with the BABOK? How many are familiar with the PMBOK?
- Business Analysis is all about defining the scope of the solution. Business Analyst does not always work on projects. They engage in business process re-engineering when streamlining existing business processes. Just like PM, it does not always involve IT. IIBA scope is broader than PMI, it extends beyond projects PMI is understandably within the scope of the project
- 6 KAs and Underlying Competencies Not a linear process- feedback throughout elicit more requirements as a result of analysis or solution assessment and validation. Not all occurs in the context of Project work- for example Enterprise Analysis- answers the question- “Why are we doing this?” and provides context for evaluation and decision making in either project selection or requirements prioritization on a specific project. Includes Strategic planning, business case development, CBA, feasibility studies
- BABOK initially released in 2005, Version 2.0 released in 2009 Members: 27,344 Chapters: 109 on 6 continents When Applying for exam, Work experience specifically excludes any project management activities (creating project charters, project plan, identifying PROJECT risks, creating SLAs, weekly project status reports), testing, & programming.
- Fifth edition added Stakeholder Management KA Scope Management is the KA that includes requirements
- New credential, just a few weeks ago, they awarded the first PMI-PBA credentials.
- So what ARE these elusive things called requirements?
- The PMBOK’s inclusion of requirements collection and emphasis on the importance of elicitation, analysis and documentation is a testament to its importance in successful projects.
- PMI uses term “collecting requirements” but IIBA uses “Elicitation” to reflect that generally requirements can’t simply be collected or gathered like Easter eggs, it is a bit more challenging, as illustrated in previous slide. Requirements Management Plan and Stakeholder Management Plan are new in Fifth edition of PMBOK
- Almost identical tool boxes offered. Benchmarking is also BABOK technique, but it is primarily used in Enterprise Analysis Context Diagrams are used in Interface Analysis according to BABOK. Group Creativity Techniques include Brainstorming as well as mind mapping and other techniques.
- I can attest to the fact that she is a leader in the industry I took Rita Mulcahy’s PMP Prep course before getting my PMP. Barbara is also past president of BT2 Training- materials I used for studying to get my CBAP
- Now that we know what Elicitation is and the tools used, whose job is it? Determine what techniques will be used, determine who has the skillset to perform that function Creating a good survey that provides useful information is a very different skillset than conducting a brainstorming session Availability of resources – stakeholders and BA/PM – sometimes limited availability of SMEs Location of resources and the type of technique or tool used- observation requires time and co-location versus a survey done asynchronously Audience- consider stakeholders personalities and the technique used – C-level executives Team approach is best for some techniques- someone to facilitate while the other documents Example- BA who is great at facilitating mind mapping sessions, with the PM documenting or vice versa This is my advice, based on my experience. Does anyone in the audience have examples of how they work successfully with their PM/BA before we move on to Project Failures?
- Kicking off Requirements Management with my other trusted source, Dilbert. Now that we have elicited our requirements, how do we manage them?
- Survey of approximately 500 companies, mostly in North America, did not include outliers- level 0 or level 5 companies Low level was considered 1 & 2 on the requirements maturity model. Will we discuss the Requirements Maturity Model in more depth a little later.
- Not much has changed in 5 years…. Survey of over 2,000 practitioners Not apples to apples comparison, different metrics than previous survey. 68% of organizations indicate that the collaboration between PM and BA is essential for project success, so the awareness is there, it is just the execution that isn’t happening as much as it should.
- CEOs and CIOs should pay attention to this. To implement the changes necessary to turn an organization into high performing in requirements maturity, they need to create a culture that values requirements management and invest money into resources and training, With these stats, it becomes much easier to demonstrate the ROI on investing in resources and training.
- Are your organizations integrating Project Management with Requirements Management and Business Analysis?
- More boring definitions.. What do they mean? Identify and manage change, inevitable Negotiate Solutions Ensure everyone understands and agrees
- Alignment of requirements to project vision should extend to traceability to overall business strategy Tracing back to organizational goals supports the value of the project itself. "If I'd have asked my customers what they wanted, they would have told me 'A faster horse'" - Henry Ford
- Assessment is available on their website. Go to IAG.BIZ or click on the link in this presentation.
- Good news is that development methodology has little to no impact. High requirements maturity companies can be found using many different methodologies- Agile, Iterative, Waterfall, Prototyping, etc. Overall level of requirements maturity has MUCH greater effect on project outcome than development method selected. The overall organization maturity tends to fall to the Lowest Common Denominator of the 6 capability areas.
- I grouped them by indirect/direct control Competency of person performing requirements management can be in our control if we are the ones performing it. All of the other items listed in direct control section should be the responsibility of BOTH the Project Manager and the Business Analyst I challenge everyone today to work on collaboration between PMs & BAs
- It isn’t a once-and-done activity- some training and a few templates aren’t the solution. Must include all aspects to be successful. Good people without the other factors doesn’t change level of maturity. Level 1 & 2 companies have difficulty in hiring good analysts because they have poorly defined analyst roles, Can’t hire competently when is doesn’t know what to hire. per analyst on professional development-Level 4 companies > $10,000, Level 1 companies < $3,000. Tools greatest impact on Lowest Level orgs, forces analysts to use set of standards and processes. Except if too much learning curve, can take away from req time Level 4 orgs also benefit from tools increase pace, enhance communications. Scorecards- can’t improve what you don’t measure. Focus on tangible performance improvement by showing KPIs to broad audience. Educate executives on what improved requirements means for them, monetary costs shown in IAG and PMI reports are a good place to start. CEOs and CIOs can help ensure stakeholder engagement by showing them the value of requirements management, just like project management years ago. Communication of best practices to Stakeholders to educate them also helps ensure success. Each of these areas has a best time for investment depending on the level of maturity in your organization, read IAG’s Business Analysis Benchmark 2009 report for in-depth info.
- Even if your organization does not support your professional development efforts, there are plenty of free opportunities for you to make improvements Time is money, stakeholder time is valuable, their primary focus is not project work. You don’t always have the authority or influence to implement processes and procedures, templates, new tools, or scorecards or create a culture where requirements management is important, but you can set an example.
- No correct answer, will depend on project resources – does the PM even has a BA? Will depend on the skillset of PM and BA WBS should include requirements management activities/tasks and who is assigned to tasks If you have a BA that has done BA Planning & Monitoring and Management & Communications, then the Requirements Plan can reference that documentation. Important to define who is doing what so there is no duplication. Doesn’t have to be one person assigned to create plan- Collaboration is also great option that can improve skillset of both PM and BA. Each may have different insights into and experience with stakeholder communication preferences, engaging stakeholders, managing change, etc. This is my personal advice based on experience, does anyone in the audience have an example of working successfully with PM/BA on Requirements Management Plan?
- Just because the PMs need a good comic- what cat herders secretly wish…
- The business analyst is primarily responsible for the solution scope and the project manager is primarily responsible for the project scope
- PM big picture keeps the project on schedule, meeting deadlines BA very detail oriented, can suffer from Analysis Paralysis Note BA’s REPRESENT the business- Solutions should not pre-determined by the Business Analyst, but should driven solely by the requirements of the business. (if they know what they are). The difference in focus is key to success. Each role provides specialized capabilities that can make the difference between a project that succeeds and one that struggles.
- Education is the first step to understanding and mutual respect, PMs go to a BA session, BAs attend a PM session. Tasks that PMs and BAs perform can and should vary by project and project team Based on individual strengths and preferences Typically PM communicates project status and BA communicates requirements status Early involvement from BA is essential, same for PM, although we don’t always have control. Understanding and elevating importance of requirements management. Requirements Traceability matrix important to identifying scope creep. Reduction of project risk when requirements are well defined- less unknown, more known. Results in less rework, which may or may not come out of your project budget.