9/2/2015. Steering the Course: How to Capture Business Needs vs. Business Processes. What Does Good Business Analysis Take? General Definitions

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1 9/2/2015 General Definitions Needs circumstances in which something is necessary, or requires some course of action Steering the Course: How to Capture Business Needs vs. Business Processes 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 GMIS International Conference Newport, RI August 2015 Product or Service Meets the need of a business, person or group of people Laura Gonzales, CGCIO, PMP Los Alamos County, NM 2 Definition PMI 2015 What is IT Business Analysis? Business Analysis is the application of knowledge, skills, tools and techniques to: 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. Determine problems and identify business needs; Identify and recommend viable solutions for meeting those needs; Elicit, document and manage stakeholder requirements in order to meet business and project objectives; Facilitate the successful implementation of the product, service, or end result of the program or project. In short, business analysis is the set of activities performed to identify business needs and recommend relevant solutions; and to elicit, document and manage requirements. 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 2015 Project Management Institute. Business Analysis for Practitioners: A Practice Guide 3 4 What Does Good Business Analysis Take? 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. 5 Communication Analysis Business Knowledge Technical Knowledge 6 1

2 Five Domains of Business Analysis The most important single ingredient in the formula of success is knowing how to get along with people. Theodore Roosevelt Needs Assessment Business Analysis Planning Traceability and Monitoring Evaluation 7 8 The Business Analyst in the Center Needs Assessment Identify Problem or Opportunity Identify Stakeholders Investigate Problem or Opportunity Gather Relevant Data to Evaluate Situation Draft the Situation Statement Obtain Stakeholder Approval Assess 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 Blais, Steven P.. Figure 1.1, Business Analysis: Best Practices for Success. John Wiley & Sons lais, Steven P.. "Chapter 1 - What Is a Business Analyst?".Business Analysis: Best Practices for Success. John Wiley & Sons Books24x7. < (accessedmarch 8, 2015) 9 10 Needs Assessment Recommend 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 Assemble Business Case Problem/Opportunity Analysis of Situation Recommendation Evaluation 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

3 What Happened? The Methodology Janet Yellen was confirmed by a vote of 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 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. 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 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. 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?

4 Business Analysis Planning Stakeholder Analysis Business Analysis Plan Plan Business Analysis Work 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. 19 Requirements Management: A Core Competency for Project and Program Success; 2014 Project Management Institute, Inc. PMI.org/Pulse 20 Requirement Types Business Stakeholder Solution Functional Nonfunctional Transition Project Quality 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 Traceability Definition Model and Refine Requirements Document Solutions Requirements Validate Requirements Verify Requirements Approval Resolve Conflicts Traceability provides the ability to track product requirements from their origin to the deliverables that satisfy them Project Management Institutes. Business Analysis for Practitioners: A Practice Guide

5 Traceability and Monitoring Evaluation Traceability Matrix Relationships and Dependencies Requirements Baseline Monitoring Requirements Requirements Life Cycle Managing Changes Plan to Evaluate What to Evaluate When and How to Validate Solution Go/No-Go Decisions Long-Term Performance Solution Replacement Q & A Reference Laura Gonzales, CGCIO, PMP Chief Information Officer Information Management Division Los Alamos County, New Mexico laura.gonzales@lacnm.us This Presentation gets information from: Business Analysis For Practitioners: A Practice Guide Project Management Institute, Inc. A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition 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 Investments/Lifecycle/BABOKV1_6.pdf 2009 Version 2.0 of its Business Analysis Body of Knowledge (BABOK ) International Institute of Business Analysts Other Great Resources Project management Institute International Institute of Business Analysis