Merging Pmbok & Babokv3 for the 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.

Merging the PMBOK® Guide and BABOK®

Guide for improving project performances

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

Athen, 28/11/2016

www.pm-progetti.it © PMProgetti Srl michele.maritato@pm-progetti.it 2

Agenda

1. Project Management and Business Analysis:the dynamic duo

2. Mastering the Project Requirements

3. Assessment

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. Assessment

In 2008…

Project Management & BusinessAnalysis: the dynamic duo

Mastering theProject Requirements Assessment

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®

Mastering theProject Requirements

BUSINESS NEED

BUSINESS BENEFITS

CHANGE

DELIVERABLES

PROCESS

BUSINESS PROJECT

Business and Projects

Assessment

Chaos Report, Standish GroupProject success is rare

Chaos Report, Standish GroupCauses of failure in IT projects

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 %

Assessment

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 considerations

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

rs Developm

ent Team

Assessment

PROJECT MANAGEMENT

Project Management and Business Analysis:the dynamic duo

Assessment

The Babok® Guide

The position of PMI®

Assessment

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

Agenda

3. Assessment

BUSINESSSTAKEHOLDER

SOLUTION

The classification of requirements (1)

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•…

Assessment

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

Assessment

INITIATING

PLANNING

BUSINESS

STAKEHOLDERSOLUTION

TRANSITION

1.PREPARING

2.Eliciting

3.Analyzing

4.Approving

5.Managing

1. Describe the Business Analysis Approach2. Identify, analyze the Stakeholders and define the

engagement strategy3. Define the requirements Governance processes

for Prioritizing, Approving, Allocating, Tracing,Managing changes

4. Plan the BA Communications with thestakeholders

5. Establish the procedures for continuousimprovement

Assessment

1.Preparing

2.ELICITING

1. Plan the elicitation processes and preparethe material (based on the el. techniques)

2. Execute elicitation, capturing all that issaid

3. Distinguish the Req. from the Non-req.(issues, risks, assumptions, constraints,etc.)

4. Confirm that the elicited requirementsmatch the stakeholders needs

3.Analyzing

4.Approving

5.Managing

INITIATING

PLANNING

BUSINESS

STAKEHOLDERSOLUTION

TRANSITION

EXECUTING

Mastering the project requirements (3)CORE

Assessment

1.Preparing

2.Eliciting

3.ANALYZING

4.Approving

5.Managing

MON. & CONT.BUSINESS

STAKEHOLDERSOLUTION

TRANSITION

PLANNING

STAKEHOLDERSOLUTION

TRANSITION

EXECUTINGINITIATINGBUSINESS

1. Prioritize the requ., understandthe Acceptance criteria’s

2. Model the requ. (Business,Stakeholder, Solution, Trans.)

3. Verify the requ. (quality control)4. Validate the requ. (delivery

value to the business)5. Define the Design options6. Recommend solutions

Assessment

AssessCapability Gaps

DetermineSolution Approach

DefineSolution Scope

What is the businessproblem / opportunity?

What capabilities dowe need?

How do we want to fillthe capab. gaps?

What are the solutioncomponents?

What are costs,benefits and risks?

Source BABOK® Guide – Version 2.0

DefineBusiness Case

Define BusinessNeed

Modelling Business Requirements

Verifying and Validating Requirements

Verifying Req. To ensure that req. meet

the necessary standard ofquality for Communicationand Implementation

Validating Req. To ensure that

Solution andTransition req. arealigned with Businessand Stakeholder req.

1. Communicating req. (packingand communicating)

2. Approving req. (produce thereq. baseline)

3. Managing issues/conflicts

1.Preparing

2.Eliciting

3.Analyzing

4.APPROVING

5.Managing

MON. & CONT.BUSINESS

STAKEHOLDERSOLUTION

TRANSITION

PLANNING

STAKEHOLDERSOLUTION

TRANSITION

EXECUTINGINITIATINGBUSINESS

1. Monitoring and Controlling BAperformances

2. Managing Changes to requirements3. Maintaining requirements for re-use

(future projects)4. Manage requirements traceability

1.Preparing

2.Eliciting

3.Analyzing

4.Approving

5.MANAGING

MON. & CONT.CLOSINGBUSINESS

STAKEHOLDERSOLUTION

TRANSITION

The Global ViewRequirements Management Stages

Req.CategoriesPM

Process Groups Preparing Eliciting Analyzing Approving Managing

Initiating BusinessStakeholder

PlanningStakeholderSolutionTransition

ExecutingStakeholderSolutionTransition

Monitoring &Controlling

BusinessStakeholderSolutionTransition

ClosingBusinessStakeholderSolutionTransition

Agenda

3. Assessment

1. Preparing

HAVE CURRENT STATE NEED FUTURE STATE

1. Describe the Business AnalysisApproach (process, deliverables,tech., roles, etc.)

2. Identify, analyze theStakeholders and define theengagement strategy

3. Define the requirementsGovernance processes forPrioritizing, Approving, Allocating,Tracing, Managing changes

4. Plan the BA Communicationswith the stakeholders

5. Establishing the procedures forcontinuous improvement

2. Eliciting

1. Plan the elicitationprocesses and preparethe material (based onthe el. techniques)

2. Execute elicitation,capturing all that issaid

3. Distinguish the Req.from the Non-req.(issues, risks,assumptions,constraints, etc.)

4. Confirm that theelicited req. match thestakeholders needs

3. AnalyzingHAVE CURRENT STATE NEED FUTURE STATE

1. Prioritize requ., understandthe Acceptance criteria’s

2. Model Business req.

3. Model Stakeholder req.

4. Model Solution req.

5. Model Transition req.

6. Verify the requ. (qualitycontrol)

7. Validate req. (delivery valueto the business)

8. Define the Design options(allocate the requ.)

9. Recommend solutions

4. Approving

1. Communicating req.(packing andcommunicating)

2. Approving req.(produce the req.baseline)

3. Managingissues/conflicts

5. Managing

1. Monitoring andControlling BAperformances

2. Managing Changes torequirements

3. Maintainingrequirements for re-use (future projects)

4. Manage requirementstraceability

Merging Pmbok & Babokv3 for the PM-BA dynamic duo

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