Managing Business Requirements - Julian Sammy

7/27/2019 Managing Business Requirements - Julian Sammy

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Chang ing the way organ iza t ions change .

Managing BusinessRequirements

GTC East, 2013-09-19

I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s


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You're here because projects fail.

I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s 2

You're here because projects fail.

Often.


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Julian Sammy

Head of Research and Innovation

IIBA@sci_ba | [email protected]



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Your Objectives

"I will be able to" Explain the purpose and value

of business requirementsto my people. Identify related productivity constraints

(internal and external). Make plans to eliminate the worst constraints.


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What areBusiness

Requirements?

How can I enabletheir use?

Who are they for? What are they for?

Key Questions

5



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Benefits of Managed BusinessRequirements


increase

value

delivery

decrease

project

costs

align

work to

targets

avoid

'solutions'

that solve

nothing

smooth

implementation


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The Solution

You.

(mostly)


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FUNDAMENTALS

The Problem


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Analysts report that as many as

71% of software projects that fail

do so because of

,making it the single biggest reason

for project failurebigger than bad

technology, missed deadlines or

change management fiascoes.Source: CIO Magazine, 11/15/2005

Root Cause Take One

We thought BAs were the problem.


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We Became a Profession

A shared understanding of the role Define how to

deliver better

projectoutcomes.


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Organizations Standards

Certifications Methodologies

Tools Techniques

We Got Better


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We're Still Failing.

According to PMI

of projects meet

their businessgoals and thatnumber has been

since 2008.

16

2726

28

34

29

35

32

53

33

46

49

51

53

46

44

31

40

28

23

15

1819

24

0

10

20

30

40

50

60

1994 1996 1998 2000 2002 2004 2006 2009

Standish Group CHAOS Report

Succeeded

Challenged

FailedSource: The Standish Group ProjectResolution History, PMI Pulse of theProfession


13


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Ferrariin Manhattan

traffic



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The Lesson of the Red Ball



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What factors

limit the value

that projectscan deliver?

Root Cause Take Two

Theory of Constraints.


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Projects Don't Value.

Projects Value Delivery.



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Change Agent View

Plan

Do

Check

ActThe

Resistance


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Business View of Change

The

WORK DisruptOops!

Talk

Interfere


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Plan

Do

Check

Act

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Integrated View

Plan

Do

Check

Act

The

WORK


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FUNDAMENTALS

Where areBusiness

Requirements?


21



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Intersection

Value

Services

Improvement

Targets

Measures

Governance

Direction



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Intersection

Value

Services

Improvement

Targets

Measures

Governance

Direction


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ing Value

ing Value



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FUNDAMENTALS

What

are

Needsand

Requirements?


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Need: Problem

Opportunity

Constraint

Requirement: Representation

Usable


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What's the Difference?

with to a.


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A

nExam

ple


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Owner

Approval Priority

Air, Water, Shelter

Alignment Strategic Goals

Cross References

Dependencies Overlaps

Constraints

Sources


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Attributes For Management

Priority

Major: (High value) The change haslimited value without this solution

component, and should be considered

for cancellation if this component is not

possible.

Alignment to GCOP

- AdvanceAuthenticity- Advance Operations- SupportLeadership

Cross References

- Depends onACCESS- Overlap with CCC- Restrictions to FPC


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Clear, Aligned Measures


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Let's eat grandpa.

Let's eat, grandpa.


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Your Objectives

"I will be able to" Explain the purpose and value

of business requirementsto my people.

Identify related productivity constraints

(internal and external). Make plans to eliminate the worst constraints.

i i i


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Managing Business Requirem'ts

Is an end-to-end Business Process. Can be supported by many Tools.

Gives appropriate and timely flowof information and decisions.

installed by a Vendor.


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FUNDAMENTALS

Common

Constraintsto Effective

Management ofBusiness

Requirements


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B k Ali & Di i


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Project-CentricView of Business

We Pay For You!

Change Or Die!

Money-OnlyPortfolio

ManagementMoney is saved,

at what cost?

BrokenMeasures

and TargetsIncrease CustomerSatisfaction by filling insurveys for them

Resistanceto Change

a.k.a. stakeholders arestupid or evil

Broken Alignment & Direction

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M i i Ali & Di i


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Enterprise BusinessAnalysis

Roles and skills,not titles.

Value FirstIf count beans,you get beans.

People FirstStakeholders experience

different value in context.

They are not stupid or evil.

Pull, Then PushMake value changes clear -

negative and positive.

Give Them Purpose.

Maintain Alignment & Direction

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B i A l t C H l


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BABOK Guide BACCM

Competency

Assessment andModel

BA Certification

BA PracticeAssessments


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Business Analysts Can Help

S t S ll R l t T t


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Start reengineer-

ing yourProject lifecycle

Funding model

Start with a few

capable BAsIn the right place

Able to improvise


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Set Small, Relevant Targets

Biggest bottleneck first.


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Communi t y. I IBA .o rg | I IBA .org | i n fo@I IBA .org

39

.Julian Sammy. Head of Research and Innovation

. IIBA. @sci_ba

. [email protected]

Managing Business Requirements - Julian Sammy

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