Presentazione 02 iiba_bawi_2012_pm_progetti_michele_maritato
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© International Institute of Business Analysis UNA Hotel Scandinavia – 15 Ottobre 2012 Project Management and Business Analysis: the dynamic duo Michele Maritato, MBA, PMP ® , CBAP ®
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Project Management and Business Analysis: the dynamic duo by Michele Maritato, MBA, PMP®, CBAP® Partner PMProgetti
Transcript of Presentazione 02 iiba_bawi_2012_pm_progetti_michele_maritato
© International Institute of Business Analysis
UNA Hotel Scandinavia – 15 Ottobre 2012
Project Management and Business Analysis: the dynamic duo Michele Maritato, MBA, PMP®, CBAP®
1.Project Management and
Business Analysis: the dynamic
duo
2.Putting together the PMBOK®
Guide and the BABOK® Guide
Agenda
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1.Project Management and
Business Analysis: the dynamic
duo
2.Putting together the PMBOK®
Guide and the BABOK® Guide
Agenda
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Business Need,
Business Plan,
Business Case
Project Charter,
Project Plan,
Would I…?
The story
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PMI®, From: Building Professionalism in Project Management®
To: Making project management indispensable for business results®
Business and Projects
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The message: “Strengthen the link between projects and business”
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Business Analysis is 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 to recommend solutions
that enable the organization to achieve its
goals
Liaison:
Among business stakeholders
Among business and implementation
stakeholders Source BABOK® Guide – Version 2.0
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What is Business Analysis?
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Project Management and Business Analysis: the dynamic duo
“The PM/BA is a peer-to-peer relationship…
both play leadership roles in the organization.
Both are accountable to the sponsor - the PM
for leading the team and delivering the solution
and the BA for ensuring that the solution meets
the business need and aligns with business and
project objectives. And both roles, equally, are
required for project success.”
Source Partnering for Success: An IIBA / PMI Joint Collaboration, Elizabeth Larson, 2011
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An IIBA® /PMI ® join search
1.Project Management and
Business Analysis: the dynamic
duo
2.Putting together the PMBOK®
Guide and the BABOK® Guide
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Agenda
Business Analysis Planning and Monitoring
Enterprise
Analysis
Solution
Assessment
& Validation
Requirements
Analysis
Elicitation Requirements
Managem. &
Communicat.
Underlying
Competencies
Source BABOK® Guide – Version 2.0
Business
Requirements
Stakeholder,
Solution
Requirements
Transition Requirements
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The BABOK® Guide Framework
Project
Initiator or
Sponsor
Initiating
Process
Group
•Project SOW
•Business Case
•Contract
Project Charter
Stakeholder Register
Stakeholder Mgmt Strategy
Initiating
Process
Group
Project Charter
Stakeholder Register
Stakeholder Mgmt Strategy
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Initiating
5.1 Define Business
Need
5.2 Assess
Capability Gaps
5.3 Determine
Solution Approach
5.4 Define
Solution Scope
What is the business
problem / opportunity?
What capabilities do
we need?
How do we want to fill
the gaps?
What are the solution
components?
What are costs,
benefits and risks? Source BABOK® Guide – Version 2.0
5.5 Define
Business Case
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Enterprise Analysis
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Planning
Forward and Backward
Traceability
•Functional / Non-
functional Req.
•Test Scenario
•Test Case
Source BABOK® Guide – Version 2.0
•Business Use Case
•Product Use Case
1. Business Requirements
2. Stakeholder Requirements
Describe needs that a
stakeholder has and how
that stakeholder will
interact with a solution
3. Solution Requirements
Functional and Non-
functional Req.
4. Assumptions & Constr.
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A pyramid approach
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Executing
Vendor Assessment
Group Task Analysis
Allocate requirements among
solution components / releases
to maximize business value
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7.1 Assess Proposed Solution/ Techniques
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Monitoring and Controlling
4.5 Perform Integrated Change Control
Less Change Requests (CRs), as indirect effect
CRs assessed on the business requirements
Justified budget increase
8.3 Perform Quality Control
7.5 Validate Solution “task”, produces a list of Identified defects, a set of Mitigating actions, a Solution Validation Assessment
5.4 Verify Scope
A smoother process, as the business is kept involved
11.6 Monitor and Control Risks
Risk Management closer to the business
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Benefits
4.3 Maintain Requirements
for Re-use
7.6 Evaluate Solution
Performance
Closing
Process
Group
Final Product, Service, or
Result Transition
Project files
Closure documents
Lessons learned
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Closing
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Michele Maritato
+39-335-5468934
www.pm-progetti.it
michele.maritato
michelemaritato
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