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Chang ing the way organ iza t ions change .
Managing BusinessRequirements
GTC East, 2013-09-19
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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
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 7
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
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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?
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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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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 27
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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Clear, Aligned Measures
Let's eat grandpa.
Let's eat, grandpa.
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Clear, Aligned Measures
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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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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
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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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
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
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