09/27/2014 artis boyd, pmp 1. business and functional requirements “process improvement”...
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Artis Boyd, PMP 1
09/27/2014
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Artis Boyd, PMP
BUSINESS AND FUNCTIONAL REQUIREMENTS
“PROCESS IMPROVEMENT”
09/27/2014
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PROJECT SCOPINGPROCESS IMPROVEMENT STEPS…
Identify and select processes or opportunities
Identify Stakeholders/
Customers
Establish Requirements
Develop Solutions
Implement Action Plan
Team members to include necessary business unit representatives
Each step consists of elements to be completed and reviewed prior to moving forward
Measurement will occur throughout the 5 Step Process
Communication is critical throughout 5 Step Process
Action plan may consists of simple action items or full project implementation
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IDENTIFY AND SELECT PROCESSES OR OPPORTUNITIES…
Key Deliverables
Prioritized list of business needs
Selected Project process to improve
Opportunity Statement
Project Charter(s): team members and stakeholders
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IDENTIFY STAKEHOLDERS/ CUSTOMERS…
Key Deliverables List of Stakeholders/Customers
Identify functional accountability (RACI Chart)
Start w/ project sponsor Who’s in the critical path Who’s impacted - identify critical handoff points
Identify potential baseline measures Activities, Volumes, Output, Quality
Measures
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ESTABLISH REQUIREMENTS…
11/05/2013
Key Deliverables Define Requirements (Start from Project
Charter) Facilitated Work Sessions Define requirements approach
Flow Charts Fish Diagram Process Design Charting
Analysis and Understanding of Current State vs. Future State
Establish Baseline Measurements
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REQUIREMENTS- QUALITY CONTROL
Other
1%Lack of qualified
resources
3%
Poor requirements definition
50%1Poor scope
control
15% 3
Inadequate risk management
17%
2
Translating User Requirements into Project Deliverables
Communication problems
14%
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GATHERING - REQUIREMENTS...
Requirements Capture?Requirements analysis is “the set of tasks, knowledge, and techniques required to identify business activities/functions and determine solutions to business problems.”
Focus on 6 knowledge areas of Enterprise Analysis Requirements Planning and Management Requirements Elicitation Requirements Analysis Requirements Communications Solution Assessment and Validation
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Why Are Requirements So Difficult? 1. They are more than what the business “wants”
2. Unique knowledge and skills are required to develop the requirements
3. Project timelines may not allow sufficient time for requirements development
4. Specifying requirements to the right level of granularity is iterative
5. The use of requirements in related processes or frameworks is often unclear or misunderstood
6. Business changes cause requirements to change
KEY CHALLENGES TO “REQUIREMENTS” CAPTURE
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Project Meeting Facilitation: Addressing the Gap
Causes of Meeting Ineffectiveness
Lack of Effective Meet-ing Controls
Incorrect or Inadequate Attendance
Poor Preparation
Other
PM & BA training doesn’t often include facilitation skills, meeting planning and group dynamics.
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INTERSECTION OF BUSINESS ANALYST AND PROJECT MANAGER
Project Management
Business Analysis
Directs the Team
Ensures project is delivered
Removes barriers
Manages project change
Manages the Work Breakdown Structure
Listens
Ensures requirements are met
Identifies business issues
Manages requirements
Business Liaison
Communicate!
Collaborate
PM and BA Tasks
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DESIGN & PLANMEETING MUST HAVE’S…
“If a meeting is worth doing, it’s worth doing well.”
Do the Necessary Planning
1.Purpose
2.Desired Outcome(s)
3.Invite (duration & location)
4.Basic Agenda*
• How long will each item take?• Who is responsible for leading the discussion?• How will each topic be covered?
Discussion, Brainstorming, Round Robin, Reporting
• What is the expected outcome, if appropriate?
5.Mandatory Participants
6.Necessary Pre-work (if any)
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DESIGN & PLAN FACILITATOR’S TOOLS
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•Ease group contributionIce Breakers
•Prioritize issues to achieve consensusNominal Group
Technique
•Choose fairly between many optionsMultiVoting
•Generate many radical ideasBrainstorming
•Achieve consensus among expertsDelphi Technique
•Avoid fatal flaws in group decision makingAvoiding Group
Think
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DESIGN & PLAN MEETING MUST HAVE’S…
Before the Meeting: Think AheadWorst case scenario (contingency plan)? Best case scenario?
How do you want the meeting to flow?
How will you introduce the issue(s) at hand?
How can attendees be made ready to have a good meeting?
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Intel Corporation Conference Room Posters
• Do you know the purpose of this meeting?
• Do you have an agenda?• Do you know your role?
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TOOLS FOR KEEPING MEETINGS ON TARGET
“A productive meeting is a well planned, well managed journey that engages participants and achieves its intended goal.”
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Know what you need to accomplish
The agenda is the roadmap.
Use it as a checklist for progress or to postpone topics that will be addressed later.
Provide materials when possible
Prep critical attendees with your expectations of their role.
Meeting Purpose
Agenda Be Prepared
*A survey of 150 corporate meetings found that half had no written agenda, less then one third captured minutes, and only one in ten followed through with next steps.
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GUIDE AND CONTROL
Set ground rules
Review objectives and agenda
Get things flowing
Keep up the momentum and energy
Listen, engage, and include
Monitor checkpoints and summarize
Intervene, if necessary
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GUIDE AND CONTROLEXAMPLE: PROJECT MEETINGS
1.Roll Call
2.Accomplishments • List successes since the last status update• Browse the quarterly recognition (or annual Volunteer Service Awards)
for your team members and share their good press!3.Check In - the status of work
4.Work scheduled but not completed
5.Cross-project issues
Possible Other: A human element A positive quote (Values.com) “A smile is a curve that sets everything
straight.” Phyllis Diller A well timed comic
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RECORD AND FOLLOW UP
Ensure understanding Begins DURING the meeting
Use words that the group chooses
Record decisions and actions Plan enough time at the end to recap/agree Check for fairness and accuracy Obtain responsibility and commitment
Follow up after the meeting
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HOW CAN I MAKE OUR PROJECTS SUCCESSFUL?
“If you fail to plan,
you plan to fail!”Benjamin Franklin
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SO, DO YOU PLAN?
This is how it works with strategic planning. It’s not the plan…it’s the planning. When your team works together to identify the issues, develop the strategy, build the schedule, assign responsibilities and assess the costs, success is almost assured. Team members know what to do, when to do it, why it’s important and how any changes will affect others