Managing Business C h a n g i nRequirements g the way organizations change.

GTC East, 2013-09-19

International Institute of Business Analysis

You're here because projects fail.

Often.

International Institute of Business Analysis

Julian Sammy
Head of Research and Innovation

IIBA
@sci_ba | Julian.Sammy@IIBA.org

International Institute of Business Analysis

Your Objectives

"I will be able to"

Explain

the purpose and value of business requirements to my people.

Identify related productivity constraints (internal and external).
Make plans to eliminate the worst constraints.

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Key Questions
What are Business Requirements?

How can I enable their use?

Who are they for?

What are they for?

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Benefits of Managed Business Requirements

avoid 'solutions' that solve nothing align work to targets

increase value delivery

decrease project costs

smooth implementation
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The Solution

You. (mostly)

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FUNDAMENTALS
The Problem

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Root Cause

Take One

We thought BAs were the problem.

Analysts report that as many as 71% of software projects that fail do so because of

,
making it the single biggest reason for project failurebigger than bad technology, missed deadlines or change management fiascoes.
Source: CIO Magazine, 11/15/2005

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We Became a Profession

A shared understanding of the role

Define how to deliver better project outcomes.

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We Got Better
Organizations Standards Certifications Methodologies

Tools
Techniques
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We're Still Failing.

According to PMI

Standish Group CHAOS Report

60

53
51 50 46 49

53

of projects meet their business goals and that number has been
since 2008.
Source: The Standish Group Project Resolution History, PMI Pulse of the Profession

46 44

40 40 33 31 30 27 28 26 28 23 20 16 15 18 19 29 24 34 35 32

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Succeeded Challenged

0 1994 1996 1998 2000 2002 2004

Failed 2006 2009

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in Manhattan traffic
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Ferrari

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The Lesson of the Red Ball

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Root Cause

Take Two

Theory of Constraints.
What factors limit the value that projects can deliver?

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Projects Don't Projects

Value. Value Delivery.

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Change Agent View

Plan

Act

The

Resistance

Do

Check

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Business View of Change

Talk

Oops!

WORK Disrupt
Interfere

The

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Integrated View
Plan Plan
The

Act Act

WORK
Check Check

Do Do

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FUNDAMENTALS
Where are Business Requirements?

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Intersection
Targets Measures Governance

Direction Value
Services Improvement

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International Institute of Business Analysis

Intersection
Targets Measures Governance

Direction Value
Services Improvement

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ing Value ing Value

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FUNDAMENTALS
What are and

Needs

Requirements?
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What's the Difference?

Need:
Problem Opportunity Constraint

Requirement:
Representation Usable

with

to a
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An Example

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Approval

Attributes For Management

Kevin Brennan, CBA (2012-02-01)

Owner Approval

Priority
Major: (High value) The change has limited value without this solution component, and should be considered for cancellation if this component is not possible.

Priority

Air, Water, Shelter Strategic Goals

Alignment

Alignment to GCOP
- Advance Authenticity - Advance Operations - Support Leadership

Cross References
Dependencies Overlaps Constraints Sources

International

Cross References
- Depends on ACCESS - Overlap with CCC - Restrictions to FPC

Sources Institute of Business

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Analysis

Clear, Aligned Measures

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Clear, Aligned Measures

Let's eat grandpa. Let's eat, grandpa.

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Clear, Aligned Measures

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Your Objectives

"I will be able to"

Explain

the purpose and value of business requirements to my people.

Identify related productivity constraints (internal and external).
Make plans to eliminate the worst constraints.

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International Institute of Business Analysis

Managing Business Requirem'ts

Is an end-to-end Business Process.

Can be supported by many Tools.

Gives appropriate and timely flow of information and decisions. installed by a Vendor.
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FUNDAMENTALS
Common Constraints

to Effective Management of Business Requirements

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Broken Alignment & Direction

Project-Centric View of Business

We Pay For You! Change Or Die!

Money-Only Portfolio Management

Money is saved, at what cost?

Broken Measures and Targets

Increase Customer Satisfaction by filling in surveys for them

Resistance to Change
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a.k.a. stakeholders are stupid or evil

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Maintain Alignment & Direction

Enterprise Business Analysis

Roles and skills, not titles.

Value First
If count beans, you get beans.

People First

Pull, Then Push

Stakeholders experience different value in context. They are not stupid or evil.

Make value changes clear negative and positive. Give Them Purpose.
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Business Analysts Can Help

BABOK Guide BACCM Competency Assessment and Model BA Certification BA Practice Assessments
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Set Small, Relevant Targets

Start reengineering your

Project lifecycle Funding model

Start with a few capable BAs

In the right place Able to improvise

Biggest bottleneck first.

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C o m m u n i t y. I I B A . o r g | I I B A . o r g | i n f o @ I I B A . o r g

Julian Sammy
.

Head of Research and Innovation IIBA

.

@sci_ba Julian.Sammy@IIBA.org
.

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International Institute of Business Analysis