PMI Professional in Business Analysis

Overview

W. Charles Slaven MBA PMP CSSMBB

Director, Project Management Practice

Catapult Solutions Group

Charlie.Slaven@catapultsg.com

Executive Director, Strategy and Past President PMI SW Ohio Chapter

513 382 3511

1Welcome

Charlie Slaven MBA PMP CSSMBB CPA (inactive)

Charlie Slaven is Project Management Professional with a long history in project management, process improvement, and quality management systems. He is in the

process of building a Project Management Practice for Catapult Solutions Group, following his recent employment with The Christ Hospital as the Lean and

Continuous Director and previous to that as a Lean Six Sigma Master Black Belt with The Kroger Company. He has conducted, developed and delivered consulting and

training courses on various related topics: Lean Six Sigma, ISO 9000, SEI CMM, project management, contact center excellence, business analysis, strategic planning, software measurement, software development methods, quality

engineering, leadership effectiveness, requirements engineering, software quality assurance, software testing and creating high performance teams. He is a frequent

speaker and enjoys a widely shared expert status reputation.

Catapult Solutions GroupCatapult is a full service consulting, training and staffing company dedicated to the highest level of customer service to our clients and our candidatesWe provide a wide range of staffing services, training classes and consulting in project and program management including Agile, SAFe and Scrum, process engineering including lean six sigma, change management, IT Service Management, Business Analysis, and Leadership.

We are a partner with Core Performance Concepts Inc.

Core Performance Concepts Inc.

Execution Excellence

Project management, PMP® and CAPM®

certification, leadership, business analysis,

agile and six sigma

What PMI is SayingBusiness analysis has become a competency of critical importance to project managementInaccurate requirements gathering is the second highest cause of project failure yet only half of organizations have the resources in place to perform this function properlyOver half of organizations expect to see an increase in their demand for BAs and the integration of requirements management and business analysis with project management

Strategy to Execution

9% of Organizations Rate

themselves as Excellent on

Successfully Executing Strategy

56% Meet their Original Goals and

Business Intent

44% of all Strategic Initiatives Fail

High Performing Organizations

Successfully Complete 89% of their

projects

- Low Performers 36%

Wasting 12x less than

low performers

Reasons for Failed Projects

• Upper management support

• Scope creep / Poor requirements

• Poor communication

Who Should Apply?If you work with project teams and manage requirements or product development, or if you’re a project or program manager who performs business analysis in your role200 multiple-choice questions and you have four hours to complete it (includes 25 non-scorable questions)Must earn 60 professional development units (PDUs) in business analysis topics every three years.

Exam Requirements

With Secondary Degree 7,500 hours of business

analysis experience

2,000 hours working on

project teams*

35 contact hours of

education in business

analysis

With Bachelor’s degree 4,500 hours of business

analysis experience

2,000 hours working on

project teams*

35 contact hours of

education in business

analysis

To ApplyPriceMember US$405 Non-member US$555

http://www.pmi.org/certification/business-analysis-pba.aspx

Exam Content OutlineDOMAIN PERCENTAGE

Needs Assessment 18%

Planning 22%

Analysis 35%

Traceability and Monitoring 15%

Evaluation 10%

Business AnalysisApplication of knowledge skills tools and techniques to:Determine problems and identify business needsIdentify and recommend viable solutions for meeting those needsElicit, document, and manage stakeholder requirements in order to meet business and project objectivesFacilitate the successful implementation of the product, service, or end result of the program or project

Who Performs• Analytical Skills

• Business and industry

• Communication

• Conflict

• Creative and critical thinking

• Cultural awareness

• Decision making

• Facilitation

• Familiar with multiple project and

development methodologies

• Influence

• Issue management

• Leadership

• Learning

• Negotiation

• Organizational

• Political awareness

• Presentation

• Problem solving

• Systems thinking

• Technical awareness

• Ability to work effectively in a team

environment

How Organizations Implement Business Analysis

• Agile team members

• Business architects

• Business intelligence analysts

• Business process analysts

• Business subject mater experts

• Data, functional, operational ,

systems or user experience

analysts

• Enterprise business analysts

• Product managers or product

owners

• Project managers

• Requirements, software

requirements, systems, or value

engineers

• Requirements managers

Need to Build RelationshipsPM & BA must be in syncTangible and Intangible impact when not in syncInefficienciesOverlooked or duplicated workConfused stakeholdersProject teams fail to work optimally

Requirement & Responsibility• Definition: A condition or capability that is required to be present in a

product, service or result to satisfy a contract or other formally imposed specification”

• Something that can be met and can address a need of the recipient• Requirements are independent of design• Must have sufficient business subject mater expertise and decision

making authority, with sufficient business analysis skills and expertise• PM is responsible and accountable for ensuring that requirements-

related work is accounted for in the project management plan and that requirements related activities are performed on time and within budget and deliver value

Types of Requirements

• Business Requirements

• Stakeholder

Requirements

• Solution Requirements

• Functional Requirements

• Nonfunctional

Requirements

• Transition

Requirements

• Project

Requirements*

• Quality

Requirements*

* PM Responsibility

Project Management Concepts

Projects vs. ongoing workProject constraints and driversProject life cyclesProject management planProject initiationProject vs. product scopeProject qualityOrganizational assets and environmental factors

Needs Assessment (2.0)Why Perform Needs AssessmentsIdentify Problem or OpportunityAssess Current State of the OrganizationRecommend Action to Address Business NeedsAssemble the Business Case

Business Analysis Planning (3.0)Importance of Business Analysis PlanningConduct or Refine the Stakeholder AnalysisCreate the Business Analysis PlanPlan the Business Analysis Work

Requirements Elicitation & Analysis (4.0)What is Elicit Information

Plan for Elicitation

Prepare for Elicitation

Conduct Elicitation Activities

Document outputs from

Elicitation Activities

Complete Elicitation

Elicitation Issues and

Challenges

Analyze Requirements

Model and Refine

Requirements

Document the Solution

Requirements

Validate Requirements

Verify Requirements

Approval Sessions

Resolve Requirement-

Related Conflicts

Prepare for ElicitationPreparation notes• Determine the objectives (writing objectives)• Determine the participants (stakeholder analysis)• Determine the questions for the session (know the

rationale for each question)

Introducing the Elicitation Session• Frame the session (cognitive technique to help focus)• Set the tone and rapport• State the problem• Provide an overview and objectives

• Consider use of parking lot• Minimize sidetracking, derailing, hijacking

Body – Doing the ElicitationSoft SkillsActive listening, empathy, body language, selection of questions to ask, sequencing of questions, influencing skillsTypes of questionsOpen ended, closed ended, contextual, context freeAsking the Right Question ListeningClose & Follow-up

Benefits of a Summary at the End• Provides an opportunity to fully analyze all the information

received and to eliminate extraneous material• Allows time to verify and clarify the notes• Uncovers any questions that should have been asked• Reinforces to participants that their information is valuable

enough for someone to spend the time to digest, analyze and summarize

• Gives each participant a chance to respond to the summarization with additional information and

• An opportunity to clarify

Facilitation SkillsConflicting viewpointsConflicting informationResistance

Description & Purpose of Models• Models help to find gaps in information and to identify

extraneous information• Provide context to better understand and more clearly

convey information• Models are refined to achieve further clarity,

correctness, and to elicit additional information to define the details necessary for the product to be built.

Scope

Model

Process Models

Data Model

Traceability & Monitoring (5.0)What is TraceabilityRelationships and DependenciesApproving RequirementsBaselining Approved RequirementsMonitoring Requirements Using a Traceability MatrixThe Requirements Life CycleManaging Changes to Requirements

Solution Evaluation (6.0)PurposeRecommended Mindset for EvaluationPlan for Evaluation of the SolutionDetermine What to EvaluateWhen and How to Validate Solution ResultsEvaluate Acceptance Criteria and Address DefectsFacilitate the Go/No-Go DecisionObtain Signoff of the SolutionsEvaluate the Long-term Performance of the SolutionSolution Replacement/Phase out

Determining what to evaluate• Sales and Marketing Metrics (market share, revenue, etc.)• Operational Metrics and assessments (functional or non

functional, KPIs)• Functionality (combinations of functionality, nonfunctional

requirements, usage) (availability, performance, throughput, availability, reliability, scalability, flexibility, usability)

Questions and / or Comments?

This journey begins with your first step…..

Decide and plan to become certified!

How may I / we help you achieve this professional

objective?

Charlie Slaven

Charlie.slaven@catapultsg.com

513 382 3511