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Presented by Frank V. Payne, PMP

MEET YOUR SPEAKER

Frank V. Payne, PMP MBA/HRM, MBA/TM, CPME, CFPM Project Management Evangelist TM

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Learning Objectives

By the end of this presentation, you will be familiar with: §  What is a Business Analyst §  Statement Of Requirements (SOR) §  Conducting A JAD Session §  The Power of the Dynamic Duo

Role Transformation Model

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Role Transformation Model

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Role Transformation Model

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Role Transformation Model

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Role Transformation Model

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What Is A Business Analyst?

§  A person, regardless of title, who acts as a liaison between business people who have a business problem and technology people who know how to create automated solutions .

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Who Makes A Great Business Analyst?

§  Must be an outstanding communicator §  Must enjoy detailed research and recording §  Must be skilled at organizing and managing large

amounts of information in various forms §  Must be customer-focused §  Must be flexible §  Must come prepared with a tool can t of techniques to

elicit excellent requirements

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What Are Business Analyst Responsibilities?

§  Identifying the business needs of their clients and stakeholders to help determine solutions to business problems.

§  Requirements development and requirements management

§  Analyzes, validates and documents business, organizational and/or operational requirements.

§  Key facilitator within an organization, acting as a bridge between the client, stakeholders and the solution team.

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Why Do You Need Business Analyst Training?

§  66% of software projects are not expected to finish on time and on budget

§  Completed projects had only 52% of proposed functionality

§  82% of projects had time overruns §  Average cost of overruns – 43% over budget §  US IT projects had a waste of $140 billion ($80 billion

in failed projects) against $250 billion in project spending.

• Source: 2003 Standish Report

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Potential Conflict Of Interest For A Business Analyst

§  Same person acting as Business Analyst and Project Manager

§  Credibility Gap §  Loyalty §  Commitment

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International Institute of Business Analyst

§  Business Analyst Body of Knowledge

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Business Analyst Certification

Business Analyst Toolset

§  CaliberRM by Borland CaliberRM is a collaborative requirements management tool. Web based system that supports collaborative development.

§  Doors by Telelogic

DOORS: Dynamic Object Oriented Requirements, includes a repository for storing requirements and a set of tools to maintain the requirements. It looks and works like a Microsoft Office product. DOORS keeps track of this number and uses it to link one requirement to another or to a test case.

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Business Analyst Toolset

§  Ideascope by Orasi Ideascope allows you to send surveys to stakeholders, capture their responses, rank and prioritize their ideas and turn them into requirements.

§  Analyst Pro by Goda Software

Analyst Pro empowers Business Analyst to perform essential functions for effective Requirements tracking and management including: Requirements Change Management, Requirements Analysis, and Requirements Traceability.

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Business Analyst Competencies

§  Project Scope Identification §  Stakeholder Analysis §  Statement of Requirements (SOR) §  Due Diligence §  Risk Analysis §  Statement of Work (SOW)

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The Power Of A Problem

Project Scope Identification §  A project is a problem scheduled for solution.

-J. M. Juran

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Types Of Stakeholders

§  Project Stakeholder §  Anyone that has a vested interest in the outcome of

the deliverables

§  Ghost Stakeholder §  Anyone who has power and influence over your

project, but is not a part of your project team

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Stakeholder Membership

§  Project Stakeholder §  Project Sponsor, Project Manager, Project Team

Member, End Users, etc.

§  Ghost Stakeholder §  Government Agencies, Executives In Your Company,

etc.

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Stakeholder Analysis

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Statement Of Requirements (SOR)

§  A draft version of the Statement of Work (SOW) §  Unapproved by the stakeholder group §  Project Stakeholders are critical to the success of the

requirement gathering process

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Due Diligence

§  Verification of requirements §  Validation of requirements

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Project Risk Analysis

§  Constraints §  Assumptions §  Risk tolerance §  Risk breakdown structure

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Statement Of Work (SOW)

§  Purpose of the Statement of Work (SOW) §  How to write a Statement of Work (SOW) §  The key elements of a good SOW §  The process for structuring and developing a detailed

SOW §  Types of SOWs

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Project Participants And Their Roles

§  Identify project participants and their roles §  Discuss how the business analyst interacts with these

participants

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Scope The Project

§  Understand the organizational environment of the project: What departments, divisions, people will be involved with the project? What are the political issues involved? What is the history of the product?

§  Clearly identify the purpose and objectives of the project

§  Learn a technique to identify and document "what is" and, more importantly, "what is not" going to be included in the project

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Scope The Project

§  Develop a Change Control Process to assure that once the scope of the project has been approved, all project participants will operate within the scope or formally approve any scope changes.

§  Discuss how a Business Analyst should collect, organize, and maintain project information.

§  Workshop - Scope the class case study project

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Defining And Detailing Requirements

§  What is a requirement? Why is it important to gather and document requirements? What are the criteria used to judge the quality of "excellent requirements"?

§  Understand the difference between analysis and design or "business" vs. "technological" requirements.

§  Learn the 5 core requirement components, what they describe, and why they are important.

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Documenting Requirements

§  Learn the recommended approach to categorizing requirements. Why should requirements be categorized? Who uses each category? Why is it difficult to create distinct categories? § Business Requirements § Functional Requirements § Technical Requirements

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Conducting A JAD Session

§  Learn how to conduct a JAD session: Who should participate? What are the required steps? How is a session conducted? What are the common challenges?

§  Workshop - Review a sample requirements package §  Identify missing or incomplete requirements §  Identify potential test cases § Document issues and develop an approach for

going forward

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Validate The Requirements

§  Why is requirement testing important? What is the Business Analyst's role in testing? What is the primary objective of testing?

§  Learn to verify that the business requirements are completed.

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Analysis Communication Skills

§  Conduct a communication assessment to identify individual areas for improvement

§  Effective Communication Skills: How should business analysts communicate with users? How should business analysts communicate with the technical team?

§  Improve listening skills by decreasing common barriers to listening, understanding verbal and nonverbal messages, acknowledging the message, and responding with appropriate feedback

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The National Institute for Facilitation

The Certified Master Facilitator™ Program §  A Certified Master Facilitator has been assessed and

certified on 30 specific facilitation skills and behaviors. §  A Certified Master Facilitator has passed a rigorous

performance review by the most exacting group available - other certified facilitators!

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Summary

You should now be familiar with: §  What is a Business Analyst §  Statement Of Requirements (SOR) §  Conducting A JAD Session §  The Power of the Dynamic Duo

Where To Get More Information

•  The Business Analyst's Handbook

By Howard Podeswa

•  Seven Steps to

Mastering Business Analysis

By Thomas H.

Davenport

•  The Business Analyst/Project Manager: A New Partnership for Managing Complexity and Uncertainty By Robert K. Wysocki

•  CBAP / CCBA Certified Business Analysis Study Guide

By Susan Weese

Questions?

Get To Know Us! For more information about PQC International

please visit www.pqcinternational.com

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