Needs vs. Wants College Edition Need = something you must have.
20160615 Needs vs. Processes [Read-Only] Needs vs Business... · • Draft the Situation Statement...
Transcript of 20160615 Needs vs. Processes [Read-Only] Needs vs Business... · • Draft the Situation Statement...
How to CaptureBusiness Needs
vs.Business Processes
Santa Fe, NM04/15/2016
Laura Gonzales, CGCIO®, PMP®,
• Needs circumstances in which something is necessary, or requires some course of action
• Processes are a series of steps to complete an end• “A condition or capability that is required to be
present in a product, service, or to satisfy a contract or other formally imposed specification.” PMBOK® Guide –Fifth Edition
• Requirements are compulsory or necessary conditions– Product or Service– Meets the need of a business, person or group of people
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General Definitions
What is an IT Business Analyst?
• Key contributor to successful technology changes.• Uses both business and technology perspectives to increase
productivity, lower costs and comply with regulations.• Takes global viewpoint of organization to review positive and
negative impacts of proposed changes.• Adept at using technology to solve business problems.
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Definition IIBA 2009
“A business analyst is any person who performs business analysis activities, no matter what their job title or organizational role may be.” These activities involve “understanding how organizations function to accomplish their purposes, and defining the capabilities an organization requires to provide products and services to external stakeholders. It includes the definition of organizational goals, how those goals connect to specific objectives, determining the courses of action that an organization has to undertake to achieve those goals and objectives, and defining how the various organizational units and stakeholders within and outside of that organization interact.”2
©2009 Version 2.0 of its Business Analysis Body ofKnowledge (BABOK®) International Institute of Business Analysts
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What is IT Business Analysis?
“Business analysis is the discipline of exploring problems or opportunities to craft better outcomes. The success of any business analysis effort hinges on effective stakeholder collaboration. To engage and equip stakeholders from diverse disciplines, good business analysis uses an artful mix of techniques to identify business needs, articulate them clearly and unambiguously, and then test that any proposed solutions deliver the desired outcomes.”Mary Gorman, Vice President Quality and DeliveryEBG Consulting, Inc. Collaborative And Creative Business Analysis, © 2014, EBG Consulting, Inc.Originally published as a part of the 2014 PMI Global Congress Proceedings – Phoenix, Arizona, USA
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Definition PMI 2015
“Business Analysis is the application of knowledge, skills, tools andtechniques to:
• Determine problems and identify business needs;
• Identify and recommend viable solutions for meeting those needs;
• Elicit, document and manage stakeholder requirements in order tomeet business and project objectives;
• Facilitate the successful implementation of the product, service, orend result of the program or project.
In short, business analysis is the set of activities performed to identifybusiness needs and recommend relevant solutions; and to elicit,document and manage requirements.”2015© Project Management Institute. Business Analysis for Practitioners: A Practice Guide
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Key Factors of Business Analysts
• Key contributor to successful technology changes.• Uses both business and technology perspectives to increase productivity, lower costs and comply with regulations.
• Takes global viewpoint of organization to review positive and negative impacts of proposed changes.
• Adept at using technology to solve business problems.
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What Does Good Business Analysis Take?
• Communication• Analysis• Business Knowledge• Technical Knowledge
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The most important single ingredient in the formula of success is knowing how to get along with people.
—Theodore Roosevelt
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Five Domains of Business Analysis
• Needs Assessment• Business Analysis Planning• Requirements Elicitation and Analysis• Traceability and Monitoring• Evaluation
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The Business Analyst in the Center
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Blais, Steven P.. Figure 1.1, Business Analysis: Best Practices for Success. John Wiley & Sons. © 2012. lais, Steven P.. "Chapter 1 ‐What Is a Business Analyst?".BusinessAnalysis: Best Practices for Success. John Wiley & Sons. © 2012. Books24x7. <http://common.books24x7.com/toc.aspx?bookid=44989> (accessedMarch 8, 2015)
Needs AssessmentIdentify Problem or Opportunity
• Identify Stakeholders• Investigate Problem or Opportunity• Gather Relevant Data to Evaluate Situation• Draft the Situation Statement• Obtain Stakeholder Approval
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Needs AssessmentAssess Current State of Organization
• Assess Goals and Objectives (SMART)• SWOT Analysis• Relevant Criteria• Root Cause Analysis• Determine Needed Capabilities• Assess Current Capabilities• Identify Gaps in Organization Capabilities
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Needs AssessmentRecommend Action to Address Business Needs
• Include High‐Level Approach for Adding Capabilities• Provide Alternative Options for Satisfying the Business Need
• Identify Constraints, Assumptions and Risks for Each Option
• Assess Feasibility and Organizational Impacts of Each Option
• Recommend Most Viable Option• Cost‐Benefit Analysis
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Needs AssessmentAssemble Business Case
• Problem/Opportunity• Analysis of Situation• Recommendation• Evaluation
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The Yellen Method: Getting End Users to Define Clearly What They Really Want and Expect
When Janet Yellen was nominated for chair of the Federal Reserve, she did something startling in her first meeting.
Once everyone was seated, she went around the room and asked each member what they thought was wrong with the Fed.
At the end of the meeting, she went back around and summarized each speaker’s points.
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What Happened?
Janet Yellen was confirmed by a vote of 11‐1.
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The Methodology
1. Ask people what they really want.2. Really listen, and record what you hear.3. Play it back for them: show them that you
heard, understood and remembered.4. As necessary, do a reality check.
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The Take Away
1. Ask people what they really want.• Do this explicitly, so that you can bring them back to their stated wants.
• Later it may be VERY important to be able to point back to the requirements they define.
• Encourage people to try different ways of stating their wants: help them come to a clear definition.
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The Take Away
2. Really listen, and record what you hear.• Take a video, take a recording, take notes. Explain that this is all for the sake of a rigorous process.
• This material will be extremely important in subsequent steps. But recording and taking meticulous notes makes people think carefully and speak carefully.
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The Take Away
3. Play it back for them: show them that you heard, understood and remembered.• This is a powerful gesture of respect.• It gives people a chance to restate and clarify.• (Record all of this too.)• And most important, it solidifies the baseline of their expectations.
• Not that you should whip people, but DO be ready to show them what they said if later they deny it.
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The Take Away
4. As necessary, do a reality check.• Does someone want 100% uptime? Yes, getting near to that is possible, but a good chart explaining the costs might refine their perspective.
• Does someone want sub‐five‐minute desk side response to all calls? Work up that cost chart again.
• Do they want an implementation –by next week?
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Requirements Elicitation and Analysis
47% of unsuccessful projects fail to meet goals due to poor requirements management.
75% of organizations report that inadequate or poor communication negatively affects
requirements management and causes waste of 10 cents for every dollar spent.
23Requirements Management: A Core Competency for Project and Program Success; 2014© Project Management Institute, Inc. PMI.org/Pulse
Definition
“A condition or capability that is required to be present in a product, service, or to satisfy a contract or other formally imposed specification.” PMBOK® Guide – Fifth Edition
• Product or Service• Meets the need of a business, person or group of people
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Requirement Types
• Business• Stakeholder• Solution• Functional• Nonfunctional• Transition• Project• Quality
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Requirements Elicitation and Analysis
• Plan for Elicitation• Prepare for Elicitation• Document Outputs• Complete Elicitation• Analyze Requirements• Model and Refine Requirements• Document Solutions Requirements• Validate Requirements• Verify Requirements• Approval• Resolve Conflicts
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Traceability Definition
“Traceability provides the ability to track product requirements from their origin to the deliverables that satisfy them.”©2015 Project Management Institutes. Business Analysis for Practitioners: A
Practice Guide
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Traceability and Monitoring
Traceability Matrix• Relationships and Dependencies• Requirements Baseline• Monitoring Requirements• Requirements Life Cycle• Managing Changes
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Evaluation
Plan to Evaluate• What to Evaluate• When and How to Validate Solution• Go/No‐Go Decisions• Long‐Term Performance• Solution Replacement
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Reference
This Presentation gets information from:• Business Analysis For Practitioners: A Practice Guide. ©2015 Project
Management Institute, Inc.• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Fifth
Edition. ©2013 Project Management Institute, Inc.• Mary Gorman, Vice President Quality and Delivery
EBG Consulting, Inc. . Collaborative And Creative Business Analysis, © 2014, EBG Consulting, Inc. Originally published as a part of the 2014 PMI Global Congress Proceedings – Phoenix, Arizona, USA
• ©2006 Version 1.6 Draft of Business Analysis Body of Knowledge (BABOK®) International Institute of Business Analysts http://it.nv.gov/uploadedFiles/ITnvgov/Content/Sections/IT‐Investments/Lifecycle/BABOKV1_6.pdf
• ©2009 Version 2.0 of its Business Analysis Body of Knowledge (BABOK®) International Institute of Business Analysts
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Other Great ResourcesProject management Institute http://www.pmi.org/International Institute of Business Analysishttp://www.iiba.org/
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