Describes a complete and integrated approach to solution delivery that encompasses project management, project portfolio management, business analysis and solution architecture and design Effective solution delivery requires an integrated approach to projects across all key disciplines Project portfolio management Project management Business analysis Solution design Having silos of expertise that do not communicate or co-operate leads to significant risk
Citation preview
1. Comprehensive and Integrated Approach to Project Management
and Solution Delivery Alan McSweeney
2. Objectives
Describe a complete and integrated approach to solution
delivery that encompasses project management, project portfolio
management, business analysis and solution architecture and
design
3. Familiar View of Project and Project Portfolio Management
Contains the implicit assumption that the solutions being
delivered by the projects are designed properly, are implementable
and operable and meet business requirements
4. Ensuring Strategic Project Alignment to Projects Programmes
and projects cascade from business vision to ultimate operation and
service delivery Programmes and projects need to be aligned to the
overarching business vision and goal Business Vision and Goal
Strategy Business Plan Programmes for Strategic Objectives Projects
Operation of Solution
5. Aligning the Solutions Being Delivered
Need more than project management
Not the complete picture
Cannot treat project management in isolation
Need to ensure that the solution being managed meets business
requirements
Need to ensure business requirements are captured
Need to ensure that solutions are designed to deliver business
requirements and comply with organisations enterprise
architecture
Fundamentally the project exists to manage the delivery of the
solution that has been designed to meet business requirements that
assist with delivery of the business plan
6. Complete Picture of Project Selection and Delivery Business
Analysis Programme and Project Management Solution Architecture
Project Portfolio Management Structured Capture and Management of
Requirements Design of Solutions to Meet Requirements
Prioritisation of Projects Delivery of Projects
7. Complete View of Solution Lifecycle and Alignment of Key
Project Roles Strategy, Business Planning and Business Analysis
Project Management Cycle Solution Delivery - Implementation and
Deployment Lifecycle Business Concept Initial Discovery
Requirements Elicitation Decision to Proceed Requirements
Management and Change Management Operations and Use Initiate Plan
Execute and Control Close Setup and Prepare Implement Develop Test
Deploy Manage Evolve Solution Architecture and Design Solution
Architecture Solution Design Solution Specification and Change
Management
8. Complete Picture of Project Selection and Delivery
Need to consider all aspects of project selection and
delivery:
What the business wants (requirements)
What the business gets (solution that delivers on
requirements)
Delivered according to business priority (project portfolio
management)
Implemented properly (project management)
Cannot take an individual view without risking problems
Need to emphasise the importance of the solution whole
lifecycle and the interdependence of the roles
9. The Usual Project Failure Statistics
USD$80-USD$145 billion per year is spent on failed and
cancelled projects
Two thirds of all IT projects fail or experience significant
problems
Poorly defined applications have led to a persistent
mis-communication between business and IT that contributes to a 66
percent project failure/significant problem rate
25-40 % of all spending on projects is wasted as a result of
re-work
50 % of projects are rolled back out of production
60-80 % of project failures can be attributed directly to poor
requirements gathering, analysis, and management
10. Why Projects Fail
Very significant Business/IT pain point
All too frequent implementation of IT solutions that fail to
meet business requirements
Look at the general causes of those failures
Look for solutions whose implementation will address those
causes
Solutions fail to meet requirements because of some combination
of some or all of the following conditions
Poor understanding of the business need or problem
Poorly defined requirements
Inadequately explored solution options
Poor solution design
Misalignment between requirements and project scope
Poor project planning/execution
Poor change management
These are all related to an output of a key activity within the
overall solution delivery lifecycle
Cannot separate project management, project portfolio
management, business analysis and solution architecture
11. Business Analysis Approach to Requirements Collection and
Management
Requirements Management
Capture Ensure that the new requirements or change requests are
captured
Assess Evaluate whether the changes will be actioned and
approve or reject
Change Undertake the changes
Requirements Definition
Gather Collecting requirements
Analyse Analysing, categorising and specifying
requirements
Review Review and agree exactly what the requirements are
Gather Analyse Review Assess Capture Change
12. Requirements Drive Solution Design
Business requirements drive solution design
Capturing business requirements is essential
Define key principles/policies/critical success factors for
IT
Requirements Architecture Design Implementation Business Functional
Technical Implementation
13. Analysis and Design Build Bridge From Business to Solution
Problem Requirement Current State Business Analysis and Solution
Design Solution Desired Future State Business Analysis: Elicit
Requirements Analyse Communicate Validate Solution Design:
Translate Requirements into Solution
14. Requirements Within Solution Lifecycle V Business
Requirements Acceptance Test System Requirements System Testing
High-Level Design Integration Testing Low-Level Design Component
Testing Install and Implement Define Requirements and Solution
Deliver Solution and Fulfil Requirements Business Concept
Operational Use
15. Requirements Traceability
Provides greater confidence that objectives are being met
Organising and tracing requirements ensures their incorporation
in the design process and makes the basis for design more
explicit
Ability to manage change through impact analysis
Requirements traceability allows the impact of changes to be
assessed more rapidly and effectively
Improved relationship with the business through better
definition and understanding of requirements
Requirements traceability provides a means of defining the
relationship between benefits (derived from requirements) and cost
(derived from design developed from requirements)
16. IT Projects to Deliver Business Benefits
IT projects should be concerned with adding value to the
organisation through selective adoption of new ideas, optimising
business processes, and using information technology to achieve a
competitive advantage
Changing rapidly to support new business opportunities
Driving out wasted time and inefficiency
Driving out hidden costs
Avoiding unnecessary complexity
IT functions are also being transformed to become more service
oriented and more closely aligned with the business
Dual roles of business analysis and solution architect are
becoming central to successfully implement and manage IT
projects
17. Centres of Excellence (CoE)
Project Management Office functions (PMO) evolved as a PM of
CoE to provide a centralized approach to managing projects, in
response to the issues associated with complex projects in an
environment with low levels of project management maturity and
governance
Business Analysis Centre of Excellence (BACoE) act as the
single point of contact for business analysis practices
Defines the business rules, processes, knowledge, skills and
competencies, and tools used by the organisation to perform
business analysis throughout the business solution lifecycle, from
strategic planning to project initiation to solution delivery and
benefits realisation, and finally, solution deactivation
18. Key Solution Delivery Roles
Should not create silos of specialisation
Project management
Solution architecture
Business analysis
Integrated view will significantly reduce solution delivery
risks
Project Management Solution Architecture and Design Business
Analysis
19. Solution Architecture Centre of Excellence
Solution Architecture Centre of Excellence (SACoE) provides the
blueprint for the integration of information and services and the
design of individual solutions that comply with overall enterprise
architecture
Business Architecture Information Architecture Technology
Architecture Solution Architecture Overarching Principles, Drivers,
Trends, Governance
20. Enterprise Architecture Components
Architecture Governance addresses the governance roles and
processes required for maintaining Enterprise Architecture
Business Architecture provides the high-level representation of
the business strategies, intentions, functions, processes,
information and assets critical to providing services to the
business
Information Architecture is the compilation of the business
requirements of the enterprise, the information, process entities
and integration that drive the business and rules for selecting,
building and maintaining that information
Technology Architecture is a disciplined approach to describing
the current and future structure and inter-relationships of the
enterprises technologies in order to maximise value in those
technologies
Solution Architecture is a process within the Enterprise
Architecture that focuses on the development and implementation of
a solution or service being created for the enterprise
21. Architecture Blueprint
Fully elaborated architectural description of a solution
that:
Provides the basis for detailed design and implementation
work
Assesses project scope and feasibility
Assures shared understanding of and commitment to solution by
all stakeholders
Integrates solution architecture into project management
Enable
Accurate estimation the scope of effort
Management of (anticipate, avoid, mitigate) risk
Efficiently and effectively implementation and deployment
Certainty of common understanding
22. Integrated Solution Delivery Methodology Advance Integrated
Solution Framework Architecture and Realisation Management and
Processes Vision and Strategy Architecture Development,
Customisation and Configuration Enterprise Management Programme and
Portfolio Management Project Management Service Management
Architecture Management
Implementation and Deployment
Operation and Control
23. Integrated Solution Delivery Methodology
Architecture and Realisation
Concerned with enterprise vision, strategy, architecture,
implementation, delivery and subsequent operation
Management and Processes
Addresses the management of large-scale business and
information technology initiatives and associated programmes and
projects
The phases and processes within the two pillars can be
integrated across a programme of work or the services can be
delivered independently, depending on the requirements of the
organisation
24. Architecture and Realisation Pillar
Vision and Strategy
Creates the business vision defines the direction for
subsequent information technology initiatives. The internal and
external requirements and processes are analysed. This allows
prioritisation of the business and information system areas that
will addressed in subsequent stages. This ensures that all further
work is aligned with the vision and strategy
Architecture
Designed to translate the Vision and Strategy into an
implementable, operable and supportable structure. Architecture can
encompass both enterprise and specific solution areas. The scope,
requirements and functionality of the business processes and the
associated information systems are specified. Architecture is
concerned with both business and information technology in
parallel. The constituent projects and changes to deliver the
architecture are identified
Development, Customisation and Configuration
Selects, designs, builds, customises and tests the elements of
the solution. This can include some or all of customised
development, package customisation and system enhancement. The
development activities related to business change and technical
infrastructure are addressed
Implementation and Deployment
Takes the solution components and creates a fully operable
system, complete with data and business process changes. This stage
includes integration testing, pilot, data conversion documented
procedures, training, and operational readiness and acceptance
Operation and Control
Creates and implements practices for ensuring defined service
levels for the operation, maintenance, and support of the new or
modified systems
25. Management and Processes Pillar
Enterprise Management
Involves establishing business objectives, monitoring
achievement against targets and making necessary corrections
Programme and Portfolio Management
Directs and manages programmes and portfolios of initiatives
and undertakings offerings to balance benefits, costs, resources
and risks in a strategic context and ensuring benefits realisation.
System Dynamics can establish the competency within an organisation
to provide this service internally
Project Management
Concentrates on the effective and efficient processes required
to identify, coordinate, and continuously focus people and
resources on achieving project objectives and commitment within
time, cost, resource and quality controls. This enables
organisations to deliver both the simple and complex initiatives
and to perform projects capably
Service Management
Controls and manages the operational services phases of the
overall initiative life cycle. Service request management handles
requests from users. It manages their fulfilment and includes
logging, performing initial analysis, monitoring, prioritising,
measuring, and closing. Service delivery management directs and
manages services to ensure that the end-user receives the agreed
service
Architecture Management
Concerned with the business, technical, and operational
procedures and processes needed to ensure and maintain integrated
enterprise and solution architecture during the implementation of
the solution and its subsequent operation
26. Summary
Effective solution delivery requires an integrated approach to
projects across all key disciplines
Project portfolio management
Project management
Business analysis
Solution design
Having silos of expertise that do not communicate or co-operate
leads to significant risk
