Project Management &
Business Analysis: Mastering
the Requirements
Michele Maritato, MBA, PMP®, PMI-RMP®, CBAP® IIBA®
Director of Board, IIBA® Italy Chapter VP Education, PMI®-NIC VP
Organizzazione e Processi
28 February 2014

Agenda
1.Project Management and Business
Analysis: the dynamic duo
2.Mastering the Requirements
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Agenda
1.Project Management and Business
Analysis: the dynamic duo
2.Mastering the Requirements
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Business and Projects
BUSINESS
PROJECT
BUSINESS NEED
SCOPE
CHANGE
PROCESS
BUSINESS BENEFITS
DELIVERABLES
PMI®, From: Building Professionalism in Project Management®
To: Making project management indispensable for business results®
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PMNetwork® - December 2012
Are business users satisfied with IT Projects?
Stakeholders who refuse to
define what they want
IT Professionals
Non-IT Professionals
end up with projects that are
• 5%
Completely satisfied
3%
• 24%
Very satisfied
15%
• 39%
Moderately satisfied
32%
• 21%
Slightly satisfied
27%
• 9%
Not at all satisfied
20%
• 2%
Didn’t know
3%
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doomed to failure or
experience at least
significant cost overruns,
which, for a project
manager, is the same thing.
(Joseph L. Mayes, PMP, Universal American Corporation, Lake
May, Florida, USA)
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What is Business Analysis?
• 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:
– With the business stakeholders
– With the implementation stakeholders
Source BABOK® Guide – Version 2.0
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Recommended solution
• New solution: functional requirements
(capabilities) and non-functional
requirements (conditions)
• Transition: capabilities that the solution
must have in order to facilitate transition
from the current state of the enterprise to a
desired future state
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Product
Scope
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An IIBA / PMI joint research
• “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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Project Management and Business Analysis:
the dynamic duo
BUSINESS ANALYSIS
PROJECT MANAGEMENT
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From Traditional PM to Engagement PM
Traditional PM
Engagement PM
Supplier
Partner
Deliver project deliverables
Support the client in delivering value
to its customers
Near term value of the deliverables
Long term value of the solutions
Separate EPM systems
The client uses the partner’s EPM
system
…Years ago, the sales force would sell a product… to a client, and then
move on to find another client. Today, the emphasis is on staying with
the client and looking for additional work…
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Source The Future of Project Management, 2009
- Prof. Harold Kerzner
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Agenda
1.Project Management and Business
Analysis: the dynamic duo
2.Mastering the Requirements
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+
+
I
T
O
BUSINESS
STAKEHOLDER
SOLUTION
FORWARD TRACEABILITY
TRANSITION
BACKWARD TRACEABILITY
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•Business Need
•Project Objectives
•Metrics to measure the success
(Business Case)
•…
>> Solution Req. <<
•Input – Transformation – Output
•Look and Feel
•Usability and Humanity
•Performance, Maintenance
+
•…
I TO
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>> Stakeholder Req. <<
•Processes
•Activities
•Use Cases
•…
>> Transition Req. <<
•Data Conversion
•Training
•Resources
•…
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+
PLANNING, EXECUTING, MONIT. & CONTR.
INITIATING
>> Business Req. <<
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Mastering the project requirements (1)
1.
Preparing
2.
Eliciting
3.
Analyzing
4.
Approving
5.
Managing
BUSINESS | STAKEHOLDER | SOLUTION | TRANSITION REQ.
INITIATING
PLANNING
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INITIATING
PLANNING
EXECUTING
INITIATING
PLANNING
EXECUTING
MON. & CONT.
INITIATING
PLANNING
EXECUTING
MON. & CONT.
PM&BA - Mastering the Requirements
MON. & CONT.
CLOSING
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Mastering the project requirements (2)
1.
PREPARING
2.
Eliciting
3.
Analyzing
4.
Approving
1. Describing at high level the req. Management Approach
(deliverables, tech., roles, etc.)
2. Identifying and analyzing the Stakeholders
3. Defining the requirements Deliverables
and plan the BA Activities
4. Planning the BA Communication with the stakeholders
5. Establishing the procedures for Prioritizing, Approving,
Allocating, Managing changes to requirements
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5.
Managing
INITIATING
BUSINESS
PLANNING
STAKEHOLDER
SOLUTION
TRANSITION
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1. Preparing
• 1. Requirements Management Approach, describes at high
level:
• Process & roles for BA
• BA deliverables
• BA techniques (for elicitation, analysis, etc.)
• Timing and frequency of stakeholder interaction
• Plan driven vs Change driven approach
• 5. Procedures:
• Prioritizing, Approving, Allocating, Managing changes
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Mastering the project requirements (3)
1.
Preparing
2.
ELICITING
3.
Analyzing
4.
Approving
1. Planning the elicitation process and preparing
the material (based on techniques)
2. Executing the elicitation, capturing all that is said
3. Distinguishing the Req. from the Non-req.
(issues, risks, assumptions, constraints, etc.)
4. Confirming that the elicited req. match the
stakeholders needs
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5.
Managing
INITIATING
BUSINESS
PLANNING
EXECUTING
STAKEHOLDER
SOLUTION
TRANSITION
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Mastering the project requirements (4)
1.
Preparing
2.
Eliciting
3.
ANALYZING
1. Prioritizing req., understand the Acceptance
criteria’s
2. Modelling req. (Business, Stakeholder,
Solution, Trans.)
3. Documenting Assumptions and Constraints
4. Verifying req. (quality control)
5. Validating req. (delivery value to the business)
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4.
Approving
5.
Managing
INITIATING
PLANNING
BUSINESS
EXECUTING
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STAKEHOLDER
SOLUTION
TRANSITION
MON. & CONT.
BUSINESS
STAKEHOLDER
SOLUTION
TRANSITION
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Modelling Business Requirements
Define Business
Need
What is the business problem /
opportunity?
Assess
Capability Gaps
What capabilities do we need?
Determine
Solution Approach
How do we want to fill the
capab. gaps?
Define
Solution Scope
What are the solution
components?
Define
Business Case
What are costs, benefits and
risks?
Source BABOK® Guide – Version 2.0
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The Benefit Logic
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Modelling Stakeholder, Solution and Transition
requirements
INFORMATION
STAKEHOLDERS
Entities
Processes
Data
Classes, Profiles, Roles
Ongoing work
Business / Product Use Cases
Organizational
change
Attributes
Relationships
Business
Rules
TRANSITION
Business / Product Scenario’s
• The use of models for Solution and Transition Requirements
will help introduce rigor
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Verifying and Validating Requirements
• Validating Req.
• Verifying Req.
• To ensure that req. meet
• To ensure that Solution
and Transition req. are
the necessary standard
aligned with Business
of quality for
Communication and
and Stakeholder req.
Implementation
Source BABOK® Guide – Version 2.0
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Mastering the project requirements (5)
1.
Preparing
2.
Eliciting
3.
Analyzing
1. Communicating req. (packing
and communicating)
2. Approving req. (produce the
req. baseline)
3. Managing issues/conflicts
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4.
APPROVING
INITIATING
BUSINESS
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5.
Managing
PLANNING
EXECUTING
STAKEHOLDER
SOLUTION
TRANSITION
MON. & CONT.
BUSINESS
STAKEHOLDER
SOLUTION
TRANSITION
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Mastering the project requirements (6)
1.
Preparing
2.
Eliciting
3.
Analyzing
4.
Approving
1. Monitoring and Controlling BA performances
2. Managing Changes to requirements
3. Maintaining requirements for re-use (future
projects)
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5.
MANAGING
MON. & CONT.
CLOSING
BUSINESS
STAKEHOLDER
SOLUTION
TRANSITION
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The Global View
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After the project is closed
• Evaluate solution performances
1. Gather quantitative and qualitative performance
information
– If necessary, identify more metrics
2. Make decision on solution evolution / replacement /
elimination
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Contacts
Michele maritato
•michele.maritato@pmi-nic.org
•education@italy.iiba.org
•LinkedIn: it.linkedin.com/in/michelemaritato
•www.italy.iiba.org
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