© 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

© International Institute of Business Analysis

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1.Project Management and

Business Analysis: the dynamic

duo

2.Putting together the PMBOK®

Guide and the BABOK® Guide

Agenda

© International Institute of Business Analysis

3

Business Need,

Business Plan,

Business Case

Project Charter,

Project Plan,

Would I…?

The story

© International Institute of Business Analysis

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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

© International Institute of Business Analysis

11

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

© International Institute of Business Analysis

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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

michele.maritato@pm-progetti.it

www.pm-progetti.it

michele.maritato

michelemaritato

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Contacts