Transcript
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PRINCE II AND BUSINESS ANALYSIS BODY OF KNOWLEDGE (BABOK)

Engagement Model

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AGENDA

Methodologies Unpacked Methodology Integration BABOK Deliverables Engagement Model

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METHODOLOGIES UNPACKED

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BABOK Guide V2 Business Analysis Planning and

Monitoring

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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

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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

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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

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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

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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.

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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

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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.

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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

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METHODOLOGY INTEGRATION

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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

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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

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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

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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

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Inputs from Requirements Elicitation

•Elicitation Results (Requirements)

•Stakeholder Concerns

Inputs from Requirements Analysis

•Assumptions and Constraints

Inputs from Solution Assessment & Validation

•Solution Performance Assessment

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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

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rince II

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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

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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

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rince II

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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

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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

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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

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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

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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

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Prin

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Solution Assessment and Validation

•Assess Proposed Solution

•Allocate Requirements

•Assess Organisations Readiness

•Validate Solutions

•Evaluate Solution Performance

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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

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BABOK DELIVERABLES16

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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

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ENGAGEMENT MODEL18

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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

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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

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THANK-YOU


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