1. 09/27/2014 Artis Boyd, PMP 1

2. BUSINESS AND FUNCTIONAL REQUIREMENTS “PROCESS IMPROVEMENT” 09/27/2014 Artis Boyd, PMP

3. PROJECT SCOPING PROCESS IMPROVEMENT STEPS… 3 Identify and select processes or opportunities Identify Stakeholders/ Customers Establish Requirements Develop Solutions Implement Action Plan  Team members to include necessary business unit representatives  Each step consists of elements to be completed and reviewed prior to moving forward  Measurement will occur throughout the 5 Step Process  Communication is critical throughout 5 Step Process  Action plan may consists of simple action items or full project implementation

4. IDENTIFY AND SELECT PROCESSES OR OPPORTUNITIES… Key Deliverables  Prioritized list of business needs  Selected Project process to improve  Opportunity Statement  Project Charter(s): team members and stakeholders

5. IDENTIFY STAKEHOLDERS/ CUSTOMERS… Key Deliverables  List of Stakeholders/Customers  Identify functional accountability (RACI Chart)  Start w/ project sponsor  Who’s in the critical path  Who’s impacted - identify critical handoff points  Identify potential baseline measures  Activities, Volumes, Output, Quality Measures

6. ESTABLISH REQUIREMENTS… 11/05/2013 Key Deliverables  Define Requirements (Start from Project Charter)  Facilitated Work Sessions  Define requirements approach  Flow Charts  Fish Diagram  Process Design Charting  Analysis and Understanding of Current State vs. Future State  Establish Baseline Measurements

7. 7 REQUIREMENTS- QUALITY CONTROL Other 1% Lack of qualified resources 3% Poor requirements definition 50% 1 Poor scope control 15% 3 Inadequate risk management 17% 2 Translating User Requirements into Project Deliverables Communication problems 14% 4

8. GATHERING - REQUIREMENTS... Requirements Capture?  Requirements analysis is “the set of tasks, knowledge, and techniques required to identify business activities/functions and determine solutions to business problems.”  Focus on 6 knowledge areas of  Enterprise Analysis  Requirements Planning and Management  Requirements Elicitation  Requirements Analysis  Requirements Communications  Solution Assessment and Validation

9. 9 Why Are Requirements So Difficult? 1.They are more than what the business “wants” 2.Unique knowledge and skills are required to develop the requirements 3.Project timelines may not allow sufficient time for requirements development 4.Specifying requirements to the right level of granularity is iterative 5.The use of requirements in related processes or frameworks is often unclear or misunderstood 6.Business changes cause requirements to change KEY CHALLENGES TO “REQUIREMENTS” CAPTURE

10. Project Meeting Facilitation: Addressing the Gap PM & BA training doesn’t often include facilitation skills, meeting planning and group dynamics. 10

11. 11 INTERSECTION OF BUSINESS ANALYST AND PROJECT MANAGER Project Management Business Analysis  Directs the Team  Ensures project is delivered  Removes barriers  Manages project change  Manages the Work Breakdown Structure  Listens  Ensures requirements are met  Identifies business issues  Manages requirements  Business Liaison  Communicate!  Collaborate PM and BA Tasks

12. DESIGN & PLAN MEETING MUST HAVE’S… “If a meeting is worth doing, it’s worth doing well.” Do the Necessary Planning 1.Purpose 2.Desired Outcome(s) 3.Invite (duration & location) 4.Basic Agenda* How long will each item take? Who is responsible for leading the discussion? How will each topic be covered?  Discussion, Brainstorming, Round Robin, Reporting What is the expected outcome, if appropriate? 5.Mandatory Participants 6.Necessary Pre-work (if any) 12

13. DESIGN & PLAN FACILITATOR’S TOOLS 13 Ease group contribution Ice Breakers Prioritize issues to achieve consensus Nominal Group Technique Choose fairly between many options MultiVoting Generate many radical ideas Brainstorming Achieve consensus among experts Delphi Technique Avoid fatal flaws in group decision making Avoiding Group Think

14. DESIGN & PLAN MEETING MUST HAVE’S… Before the Meeting: Think Ahead  Worst case scenario (contingency plan)? Best case scenario?  How do you want the meeting to flow?  How will you introduce the issue(s) at hand?  How can attendees be made ready to have a good meeting? 14 Intel Corporation Conference Room Posters Do you know the purpose of this meeting? Do you have an agenda? Do you know your role?

15. TOOLS FOR KEEPING MEETINGS ON TARGET “A productive meeting is a well planned, well managed journey that engages participants and achieves its intended goal.” 15 Know what you need to accomplish The agenda is the roadmap. Use it as a checklist for progress or to postpone topics that will be addressed later. Provide materials when possible Prep critical attendees with your expectations of their role. Meeting Purpose AgendaBe Prepared *A survey of 150 corporate meetings found that half had no written agenda, less then one third captured minutes, and only one in ten followed through with next steps.

16. GUIDE AND CONTROL  Set ground rules  Review objectives and agenda  Get things flowing  Keep up the momentum and energy  Listen, engage, and include  Monitor checkpoints and summarize  Intervene, if necessary 16

17. GUIDE AND CONTROL EXAMPLE: PROJECT MEETINGS 1.Roll Call 2.Accomplishments List successes since the last status update Browse the quarterly recognition (or annual Volunteer Service Awards) for your team members and share their good press! 3.Check In - the status of work 4.Work scheduled but not completed 5.Cross-project issues  Possible Other: A human element  A positive quote (Values.com) “A smile is a curve that sets everything straight.” Phyllis Diller  A well timed comic 17

18. RECORD AND FOLLOW UP  Ensure understanding  Begins DURING the meeting  Use words that the group chooses  Record decisions and actions  Plan enough time at the end to recap/agree  Check for fairness and accuracy  Obtain responsibility and commitment  Follow up after the meeting 18

19. HOW CAN I MAKE OUR PROJECTS SUCCESSFUL? “If you fail to plan, you plan to fail!” Benjamin Franklin

20. SO, DO YOU PLAN? This is how it works with strategic planning. It’s not the plan…it’s the planning. When your team works together to identify the issues, develop the strategy, build the schedule, assign responsibilities and assess the costs, success is almost assured. Team members know what to do, when to do it, why it’s important and how any changes will affect others