The Collision of Strategic Project Management and Business

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The Collision of Strategic Project Management and Business

Analysis

Don J. Wessels, PMPManagement Concepts

Session #ISS04

“PMI” is a registered trade and service mark of the Project Management Institute, Inc.

©2008 Permission is granted to PMI for Congress attendee use only

Introduction• Tactical Project Management

– Get things delivered– Multiple industries and disciplines– Processes well determined

• Business Analyst– IT driven in most cases– Evolved from systems analyst– Mostly directed to inside of IT systems

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Evolution of Strategic Project Management

• Management By Objectives– Early 1990’s– Agreed upon objectives with

buy-in from management and employees

– Required precise written objectives with timelines

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Management By Projects

• Early beginnings in 1990’s

• Started to address objectives from a strategic view

• A new look at how organizations succeed

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©2008 Permission is granted to PMI for Congress attendee use only

Project Management Definitions

• PMI and PMBOK Guide Standards– Project: A temporary endeavor to create a new

product, service, or result– Project Management: The application of

knowledge, skills, tools, and techniques to project activities to meet the project requirements

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©2008 Permission is granted to PMI for Congress attendee use only

More Definitions• Program: A group of related projects managed in

a coordinated way to obtain benefits and control not available from managing them individually

• Program Management: The centralized coordinated management of a program to achieve the program’s strategic objectives and benefits

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One Last Definition. . .• Portfolio: A collection of projects or programs and

other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related.

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©2008 Permission is granted to PMI for Congress attendee use only

Basics of Portfolio Project Management

Portfolio Management combines:

The organization’s focus of ensuring

that projects selected for investment meet the portfolio strategy

The organization’s focus of ensuring

that projects selected for investment meet the portfolio strategy

The project management focus of

delivering projects effectively and within

their planned contribution to the

portfolio

The project management focus of

delivering projects effectively and within

their planned contribution to the

portfolio

+

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Organizational Context

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Portfolio Contents

• Strategic projects• Business unit projects• Fix projects• Pet projects• Mandated projects

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Strategic Project Management• Aligns key business processes:

– Strategic planning– Strategic goal setting– Portfolio project management

• Like a well managed portfolio of investments, it:– Allows the most effective use of resources– Ensures a high ROI– Keeps project aligned with vision/mission and goals

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©2008 Permission is granted to PMI for Congress attendee use only

Project Cycle

Project Cycle

Project Management Cycle Product Cycle

Development O&M

InitiatingPlanningExecuting

Managing & ControlClosing

RequirementDesignBuildV&V

Implementation

OperationsDe-activation

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Evolution of Business Analysis• Original IT systems analyst• Main concerns were internal IT fit of

applications• Role has changed from systems analyst to

business analyst• Primarily in IT world

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IIBA and BABOK Standards• Business Analysis is. . .

– The set of tasks, knowledge, and techniques required to identify business needs and determine solutions to business problems

– Solutions often include a systems development component, but may also consist of process improvement or organization change

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Business Analyst RoleWork with stakeholder representatives on project requirements:

Elicit

Analyze

Specify

Validate

Manage

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The Boundaries in a Project

De-Commissioning

Post-Project Operations & Maintenance

Project

Pre-Project

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The Project Core Team

• Project Sponsor• Project Manager• Systems Engineer• Business Analyst• Key Customer• SME

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Who Takes Leadership and When

• Pre-Project– Initiative driven– Sometimes a separate project– Strategic goals converted to programs or

projects– Business “visionary” and management team– Business analysis

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Who Takes Leadership and When

• Project– Project management processes are executed– Systems engineering processes are executed

• Includes requirements, design, build, test, and implement

• BA has responsibility for requirements• Other teams may be involved (e.g., test

teams)

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Who Takes Leadership and When

• Post-Project Operations and Maintenance– Support or operational teams/groups– Production environment– Value creation

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Who Takes Leadership and When

• De-Commissioning– Product has come to the end of its useful life– Could be replaced or just ended– Could be a project in itself

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Another View

• Business Analyst Times– Robert K. Wysocki– Series of articles and blogs– Suggested role and responsibilities

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BA Role: The Future

Enterprise Analysis

Strategic Planning Requirements Design

Construction Test DeliverOperations

& Maintenance

Deactivate

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BA Role: The Past

AnalysisElicitation SpecificationDocumentation

& Validation

Requirements PhaseRequirements Phase

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©2008 Permission is granted to PMI for Congress attendee use only

Questions

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Contact Information

Name: Don J. Wessels, PMP

E-mail: dwessels@managementconcepts.com

Phone: 615-397-9968

Session #: ISS04