Download - Prince I Iand Babok Ver1 0
PRINCE II AND BUSINESS ANALYSIS BODY OF KNOWLEDGE (BABOK)
Engagement Model
AGENDA
Methodologies Unpacked Methodology Integration BABOK Deliverables Engagement Model
2
METHODOLOGIES UNPACKED
3
4
BABOK Guide V2 Business Analysis Planning and
Monitoring
.
..................................
ElicitationRequirements
Management and Communications
Enterprise
Analysis
...Requirements Analysis
Solution Assessment and
Validation
Prince II Process Model
Corporate or Program Management
Planning
Directing a Project
Starting up a Project
Initiating a Project
Controlling a Stage
Closing a Project
Managing Stage Boundaries
Managing Product Delivery
1
23
4
5 6
1. Business Analysis Planning and Monitoring defines the resources and tasks associated with the planning and management of requirements gathering activities
throughout the requirements process.
2. Elicitation Serve’s as the foundation for the solution to the business needs it is essential that the requirements be complete,
clear, correct, and consistent. Leveraging proven means to elicit requirements will help meet these quality goals.
3. Enterprise Analysis This knowledge area is the collection of pre-project or early project activities and approaches for capturing the
necessary view of the business to provide context to requirements and functional design work for a given initiative and/or for long term planning.
4. Requirements Analysis Describes how stakeholder needs are analyzed, structured and specified for use in the design and implementation of
a solution. The objective is to define and describe the characteristics of an acceptable solution to a business problem, so that the project team has a clear understanding of how to design and implement it.
5. Solution Assessment and Validation covers the business analysis tasks necessary to ensure that the solution meets the stakeholder objectives, is
thoroughly tested, and is implemented smoothly.
6. Requirements Management and Communications Defines the resources and tasks associated with the planning and management of requirements gathering activities
throughout the requirements process. Communications is the collection of activities and considerations for expressing the output of the requirements analysis and documentation to a broad and diverse audience.
BABOK Guide V2 Business Analysis Planning and
Monitoring
.
..................................
ElicitationRequirements
Management and Communications
Enterprise
Analysis
...Requirements Analysis
Solution Assessment and
Validation
1
23
4
5 6
Directing a Project Directing a Project runs from the start-up of the project until its closure. This process is aimed
at the Project Board. The key processes for the Project Board break into four main areas:
1. Initiation (starting the project off on the right foot)2. Stage boundaries (commitment of more resources after checking results so far)3. Ad hoc direction (monitoring progress, providing advice and guidance, reacting to exception
situations)4. Project closure (confirming the project outcome and controlled close).
Starting Up a Project It is a pre-project process, designed to ensure that the pre-requisites for initiating the project
are in place. The process expects the existence of a Project Mandate which defines in high level terms the reason for the project and what outcome is sought.
Managing Product Delivery The objective of this process is to ensure that planned products are created and delivered
6
Prince II Process Model
Corporate or Program Management
Planning
Directing a Project
Starting up a Project
Initiating a Project
Controlling a Stage
Closing a Project
Managing Stage Boundaries
Managing Product Delivery
Initiating a Project The summarised objectives of Initiating a Project are to:
Agree whether or not there is sufficient justification to proceed with the project Establish a stable management basis on which to proceed Document and confirm that an acceptable Business Case exists for the project
Managing Stage Boundaries The summarised objectives are :
Provide the information needed for the Project Board to assess the continuing viability of the project
Record any measurements or lessons which can help later stages of this project and/or other projects.
Controlling a Stage This process describes the monitoring and control activities of the Project Manager involved in
ensuring that a stage stays on course and reacts to unexpected events.
7
Prince II Process Model
Corporate or Program Management
Planning
Directing a Project
Starting up a Project
Initiating a Project
Controlling a Stage
Closing a Project
Managing Stage Boundaries
Managing Product Delivery
Closing a Project The purpose of this process is to execute a controlled close to the project. Most of the work is to prepare input to the Project Board to obtain its confirmation that the
project may close.
Planning Planning is a repeatable process, and plays an important role in other processes
PRINCE2 provides a product-based start to the planning activity.
It also provides a planning framework which can be applied to any type of project.
This involves: Establishing what products are needed Determining the sequence in which each product should be produced Defining the form and content of each product Resolving what activities are necessary for their creation and delivery.
8
Prince II Process Model
Corporate or Program Management
Planning
Directing a Project
Starting up a Project
Initiating a Project
Controlling a Stage
Closing a Project
Managing Stage Boundaries
Managing Product Delivery
METHODOLOGY INTEGRATION
9
10
10
Prince II Process Model
Corporate or Program Management
Planning
Directing a Project
Starting up a Project
Initiating a Project
Controlling a Stage
Closing a Project
Managing Stage Boundaries
Managing Product Delivery
Business Analysis Planning and Monitoring
•Plan Business Analysis Approach
•Conduct Stakeholder Analysis
•Plan BA Activities
•Plan BA Communication
•Plan Requirements Management Process
•Manage BA Performance
1
BA Planning and Monitoring Outputs
1.Business Analysis Approach
2.Stakeholder List, Roles and Responsibilities
3.Business Analysis Plan(s)
4.BA Communication Plan
5.Plan Requirements Management Process
6.BA Performance Assessment
Inputs
•Business Need
BABOK integration with Prince II
BA
BO
K integration w
ith
Prince II
11
11
Prince II Process Model
Corporate or Program Management
Planning
Directing a Project
Starting up a Project
Initiating a Project
Controlling a Stage
Closing a Project
Managing Stage Boundaries
Managing Product Delivery
BA
BO
K in
tegratio
n w
ith P
rince II
BA
BO
K in
teg
rati
on
wit
h P
rin
ce II
Enterprise Analysis
•Define Business Need
•Assess Capability Gaps
•Determine Solution Approach
•Define Solution Scope
•Define Business Case
Enterprise Analysis Outputs
1.Business Need
2.Business Case
3.Required Capabilities
4.Solution Approach
5.Solution Scope
3
Inputs from Requirements Elicitation
•Elicitation Results (Requirements)
•Stakeholder Concerns
Inputs from Requirements Analysis
•Assumptions and Constraints
Inputs from Solution Assessment & Validation
•Solution Performance Assessment
2
4
5
12
12
Prince II Process Model
Corporate or Program Management
Planning
Directing a Project
Starting up a Project
Initiating a Project
Controlling a Stage
Closing a Project
Managing Stage Boundaries
Managing Product Delivery
BA
BO
K in
tegratio
n w
ith P
rince II
BA
BO
K in
teg
rati
on
wit
h P
rin
ce II
Requirements Elicitation
•Prepare for Elicitation
•Conduct Elicitation
•Document Elicitation Results
•Confirm Elicitation Results
2Requirements Elicitation
Outputs
1.Elicitation Results
2.Stakeholder Concerns
3.Scheduled Resources
4.Supporting Materials
Inputs from Enterprise Analysis
•Business Need
•Business Case
•Solution Scope
Inputs from BA Planning and Monitoring
•Stakeholder List, Roles and Responsibility
•Requirements Management Plan
1
3
13
13
Prince II Process Model
Corporate or Program Management
Planning
Directing a Project
Starting up a Project
Initiating a Project
Controlling a Stage
Closing a Project
Managing Stage Boundaries
Managing Product Delivery
BA
BO
K in
tegratio
n w
ith P
rince II
BA
BO
K in
teg
rati
on
wit
h P
rin
ce II
Requirements Management & Communication Outputs
1.Approved Requirements
2.Requirements Traceability
3.Requirements Maintained and Re-Usable
4.Requirements Package
5.Requirements Communication
Requirements Management & Communication
•Manage Solution Scope and Requirements
•Manage Requirements Traceability
•Maintain Requirements for Re-Use
•Prepare Requirements Packages
•Communicate Requirements
6
Inputs from Requirements Analysis
•Requirement Structure
Inputs from BA Planning and Monitoring
•Stakeholder List, Roles and Responsibility
•Requirements Management Plan
•BA Communications Plan
Inputs from Enterprise Analysis
•Solution Scope
1
4
3
14
14
Prince II Process Model
Corporate or Program Management
Planning
Directing a Project
Starting up a Project
Initiating a Project
Controlling a Stage
Closing a Project
Managing Stage Boundaries
Managing Product Delivery
BA
BO
K in
tegratio
n w
ith P
rince II
BA
BO
K in
teg
rati
on
wit
h P
rin
ce II
Inputs from BA Planning and Monitoring
•Stakeholder List, Roles and Responsibility
•Requirements Management Plan
•BA Communications Plan
Inputs from Enterprise Analysis
•Solution Scope
1
3
Requirements Analysis
•Prioritise Requirements
•Organise Requirements
•Specify and Model Requirements
•Define Assumptions and Constraints
•Verify Requirements
•Validate Requirements
4Requirements Analysis
Outputs
1.Prioritise Requirements
2.Requirements Structure
3.Stakeholder Requirements
4.Solution Requirements
5.Assumptions and Constraints
6.Verified Requirements
7.Validate Requirements
15
15
Prince II Process Model
Corporate or Program Management
Planning
Directing a Project
Starting up a Project
Initiating a Project
Controlling a Stage
Closing a Project
Managing Stage Boundaries
Managing Product Delivery
BA
BO
K in
tegratio
n
with
Prin
ce II
BA
BO
K in
tegr
atio
n w
ith P
rinc
e II
Solution Assessment and Validation
•Assess Proposed Solution
•Allocate Requirements
•Assess Organisations Readiness
•Validate Solutions
•Evaluate Solution Performance
5
Solution Assessment and Validation Outputs
1.Assessment of Proposed Solution
2.Allocated Requirements
3.Organisational Readiness Assessment
4.Transition Requirements
5.Identified Defects
6.Mitigating Actions
7.Solution Validation Assessment
8.Solution Performance Assessment
Inputs from Requirements Elicitation
•Stakeholder Concerns
Inputs from Enterprise Analysis
•Solution Scope
Inputs from Requirements Analysis
•Prioritised Requirements
•Assumptions and Constraints
Inputs from Requirements Management & Communication
•Approved Requirements
4
6
3
2
BABOK DELIVERABLES16
BABOK DELIVERABLES
1. Business Analysis Planning and Monitoring
2. Elicitation 3. Enterprise Analysis
4. Requirements Analysis
5. Solution Assessment and Validation
6. Requirements Management and Communication
a. Business Analysis Approach
a. Elicitation Results
a. Business Need a. Prioritise Requirements
a. Assessment of Proposed Solution
a. Approved Requirements
b. Stakeholder List, Roles and Responsibilities
b. Stakeholder Concerns
b. Business Case b. Requirements Structure
b. Allocated Requirements
b. Requirements Traceability
c. Business Analysis Plan(s)
c. Scheduled Resources
c. Required Capabilities
c. Stakeholder Requirements
c. Organisational Readiness Assessment
c. Requirements Maintained and Re-Usable
d. BA Communication Plan
d. Supporting Materials
d. Solution Approach
d. Solution Requirements
d. Transition Requirements
d. Requirements Package
e. Plan Requirements Management Process
e. Solution Scope e. Assumptions and Constraints
e. Identified Defects
e. Requirements Communication
f. BA Performance Assessment
f. Verified Requirements
f. Mitigating Actions
g. Validate Requirements
g. Solution Validation Assessment
h. Solution Performance Assessment
17
ENGAGEMENT MODEL18
ENGAGEMENT MODELBusiness Analysis Planning
Solution Assessment and Validation
Validate and Verify Requirements
Develop Proposed Solution
Organisational Readiness Assessment
Assessment of Proposed Solution
Conclusion and ClosureDevelopment
of RFPAcceptance
of RFP
To-Be Consolidation
To-Be Business Processes
Develop To-Be Use Cases
To-Be Business Models
Interview Subject Matter Experts
Joint Application Design (JAD)
Review Current Systems
Document Analysis
Focus Groups
Feasibility Study for EIP
Business Analysis Approach – Engagement Model
Engagement ModelElicitation (As-Is Status)
Business Model Development
Use Case Development
Consolidate Business Processes
Business Architecture Artifacts
Solution Performance Assessment
ESTIMATED TIME FRAMES
Business Analysis Planning
Change Management, Monitor and Control
PIDAnalysis Reports
6 Weeks
As-Is Status Reports
6 Weeks
To-Be Status Reports
Deployment Reports
TBO6 Weeks
Incentive Document Analysis
Interview Subject Matter Experts
Joint Application Design
Review Current Systems
Focus Groups
Elicitation (As-Is State)
Business Model Development
Consolidate Business Processes
Use Case Development
Business Architecture Artifacts
To-Be- Consolidation
Feasibility Study for EIP
Develop To-Be Use Cases
To-Be Business Processes
To-Be Business Models
Solution Assessment Validation
Conclusion and Closure
Validate and Verify Requirements
Develop Proposed Solution
Assessment of Proposed Solution
Organisational Readiness Assessment
Solution Performance Assessment
Development of RFP
Acceptance of RFP
6 Weeks
Assessment Status Reports
THANK-YOU