Agile & Business Analysis: A Successful Combination
Incorporating Startegies And Tactics Into Pbm
1. Contemporary Skills for
Successful Project Managers
Incorporating Strategies &
Tactics into
Project Business Management
Dennis L. Bolles, PMP
Professional Development Days April 23-24th, 2009
2. AGENDA
• Project Business Management (PBM)
• PBM Strategic Planning (PBM First Stage
Processes: Establish and Document
Strategic Initiatives)
• Document the Business Cases
• Create the Business Plan
• PBM Tactical Planning (PBM Second Stage
Processes: 1st Phase – Identify and
Document Business Objectives)
Professional Development Days April 23-24th, 2009
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3. AGENDA
• Prioritize and Select ( 2nd Phase Tactical
Planning)
• Authorize (3rd Phase Tactical Planning)
• Portfolio, Program, & Project Planning and
Execution (PBM Third Stage Processes)
• Conclusion
• Questions
Professional Development Days April 23-24th, 2009
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5. Project Business Management
• PBM integrates and harmonizes PMI Project,
Program, and Portfolio Standards
– PBM integrates strategic & tactical planning of
operational and non-operational objectives
• PBM directly aligns resources with strategic
initiatives & business objectives
• PBM is adjustable to various types and sizes of
enterprises
Professional Development Days April 23-24th, 2009
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6. Project Business Management and
Operations Business Management
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7. PBM – Must Be Applied
Enterprise-Wide
• Project Business Management (PBM) is a
mindset, which needs to be held
organizationally at an enterprise level.
• PBM is a way to manage, communicate, and
perform work that is supported by technology
• PBM organizes, applies, and manages an
enterprise’s resources in direct alignment with
the enterprise’s vision, mission, strategic
initiatives, and business objectives (VMSO)
• PBM enables the enterprise to translate the
VMSO into executable portfolios, programs,
and projects
Professional Development Days April 23-24th, 2009
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8. Forces Driving PBM Strategic
and Tactical Planning
• A study by the American Productivity and
Quality Center finds:
• 44% of new product projects fail to meet
their profit objectives
• 49% are launched late to market.
• Fewer Resources Available
• Maintaining and gaining market share
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10. PBM Methodology Phases
• Strategic Planning – Create business-plan
based strategic initiatives with KPIs
• Tactical Planning – Develop Business
Objectives with KPIs for business plan
• PBM Planning – Identify portfolios,
programs, and projects and associated
KPIs
• PBM Initiation – Select, prioritize, and
authorize portfolio, programs, and projects
and set final KPIs
• PBM Execution – Manage the portfolios,
programs, & projects to meet desired
metrics
Professional Development Days April 23-24th, 2009
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14. Document the Business Cases
• Articulates the intent and desired benefit and value
of a business strategy in a feasibility study format
• Documents any associated business threat or
opportunity related to the strategic initiative
• Is the common basis and format for use by
business management, operations management,
and PBM
• Typically divided into specific sections that reflect
the type and style of business case being created
• Provides basis for authorizing further planning and
analysis activities
Professional Development Days April 23-24th, 2009
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15. Create the Business Plan
• Annual packaging of executive
management approved strategic initiative
business cases
• Prepared in a simple format: Table of
Contents; Executive Summary; each
Approved Business Case; and Appendix of
Supporting Materials for each case
• Executive Summary provides the context
for understanding the relationship among
business cases
Professional Development Days April 23-24th, 2009
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21. Conclusion
PBM Strategic & Tactical Planning
• Strategic and Tactical Planning are well
established tools in the business
management discipline and are becoming
recognized and used as tools in PBM.
• PBM provides a standardized methodology,
that incorporates strategic and tactical
planning
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22. Conclusion
PBM Strategic & Tactical Planning
• PBM allows management to ensure projects
are selected and completed in alignment with
their business objectives and strategic
initiatives
• Processes allow executive and portfolio
management to assure correct business
objectives, programs, and related projects are
authorized or terminated
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23. Questions?
Integrates and harmonizes
management concepts,
processes, and practices
contained in PMI’s Standards
for Project, Program, and
Portfolio Management with
those of Business
Management.
Integrates Strategic and
Tactical Planning of
Operational Objectives with
Non-Operational Objectives
Applies and manages
resources in direct alignment
with strategic initiatives, and
business objectives
Model is adjustable to
various enterprise sizes
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24. BOOK DRAWING and TEMPLATES
• Provide me with a business card include
cell phone number and email to receive:
• A copy of the slides and templates:
– Objective/Project Selection Tool
– Potential Impact Study
– Strategic Forecast Planning
• A two cards will be drawn for a copy of my
book. (I will give you the signed book in
person after this session)
Professional Development Days April 23-24th, 2009
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25. Contact Information
Name: Dennis L. Bolles, PMP
Email: dbolles@dlballc.com
Website: www.dlballc.com
Phone: (616) 392-2292
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