Comprehensive And Integrated Approach To Project Management And Solution Delivery
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Comprehensive and Integrated Approach to Project Management and Solution Delivery
Alan McSweeney
Objectives • Describe
a complete and integrated approach to solution delivery that encompasses project management, project portfolio management, business analysis and solution architecture and design
November 26, 2009
2
Familiar View of Project and Project Portfolio Management Project Management Methodology
Demand Management Project Approvals Strategic Alignment
Project Portfolio Management Project Requests
Supply Management
Prioritising Projects
Programme and Project Management
Managing Projects Successfully
People Management and Education
Organisation Enablers
Contains the implicit assumption that the solutions being delivered by the projects are designed properly, are implementable and operable and meet business requirements • Is this correct? Is this the complete picture? •
November 26, 2009
3
Ensuring Strategic Project Alignment to Projects Business Vision and Goal
Programmes and projects cascade from business vision to ultimate operation and service delivery
Strategy
Business Plan
Programmes and projects need to be aligned to the overarching business vision and goal
Programmes for Strategic Objectives Projects
Operation of Solution November 26, 2009
4
Aligning the Solutions Being Delivered •
Need more than project management − Not the complete picture − Cannot treat project management in isolation
•
Need to ensure that the solution being managed meets business requirements
•
Need to ensure business requirements are captured
•
Need to ensure that solutions are designed to deliver business requirements and comply with organisation’s enterprise architecture
•
Fundamentally the project exists to manage the delivery of the solution that has been designed to meet business requirements that assist with delivery of the business plan November 26, 2009
5
Complete Picture of Project Selection and Delivery Structured Capture and Management of Requirements Business Analysis
Programme and Project Management
Delivery of Projects
November 26, 2009
Design of Solutions to Meet Requirements
Solution Architecture Prioritisation of Projects Project Portfolio Management 6
Complete View of Solution Lifecycle and Alignment of Key Project Roles Strategy, Business Planning and Business Analysis Business Concept
Initial Discovery
Requirements Elicitation
Decision to Proceed
Requirements Management and Change Management
Operations and Use
Solution Architecture and Design Solution Architecture
Solution Design
Solution Specification and Change Management
Project Management Cycle Initiate
Execute and Control Plan
Close
Solution Delivery - Implementation and Deployment Lifecycle Setup and Prepare November 26, 2009
Implement Manage Evolve Develop
Test
Deploy 7
Complete Picture of Project Selection and Delivery • Need
to consider all aspects of project selection and delivery: − What the business wants (requirements) − What the business gets (solution that delivers on requirements) − Delivered according to business priority (project portfolio management) − Implemented properly (project management)
• Cannot
take an individual view without risking problems
• Need
to emphasise the importance of the solution whole lifecycle and the interdependence of the roles
November 26, 2009
8
The Usual Project Failure Statistics •
USD$80-USD$145 billion per year is spent on failed and cancelled projects
•
Two thirds of all IT projects fail or experience significant problems
•
Poorly defined applications have led to a persistent miscommunication between business and IT that contributes to a 66 percent project failure/significant problem rate
•
25-40 % of all spending on projects is wasted as a result of rework
•
50 % of projects are rolled back out of production
•
60-80 % of project failures can be attributed directly to poor requirements gathering, analysis, and management November 26, 2009
9
Why Projects Fail •
Very significant Business/IT pain point − All too frequent implementation of IT solutions that fail to meet business requirements
•
Look at the general causes of those failures − Look for solutions whose implementation will address those causes
•
Solutions fail to meet requirements because of some combination of some or all of the following conditions − − − − − − −
• •
Poor understanding of the business need or problem Poorly defined requirements Inadequately explored solution options Poor solution design Misalignment between requirements and project scope Poor project planning/execution Poor change management
These are all related to an output of a key activity within the overall solution delivery lifecycle Cannot separate project management, project portfolio management, business analysis and solution architecture November 26, 2009
10
Business Analysis Approach to Requirements Collection and Management
Gather
Analyse
Review
ss Asse
ure t p Ca
Cha nge
Requirements Definition • Gather — Collecting requirements
• Analyse — Analysing, categorising and specifying requirements • Review — Review and agree exactly what the requirements are
Requirements Management • Capture — Ensure that the new
requirements or change requests are captured • Assess — Evaluate whether the changes will be actioned and approve or reject • Change — Undertake the changes
November 26, 2009
11
Requirements Drive Solution Design • Business
requirements drive solution design
• Capturing • Define
business requirements is essential
key principles/policies/critical success factors for
IT
Business Functional Technical
Requirements
Architecture
Design
Implementation
Implementation
November 26, 2009
12
Analysis and Design Build Bridge From Business to Solution Business Analysis:
Problem Requirement
Elicit Requirements Analyse Communicate Validate
Current State Business Analysis and Solution Design
Solution Design:
Solution
Translate Requirements into Solution
Desired Future State
November 26, 2009
13
Requirements Within Solution Lifecycle Operational Use
Business Concept
Acceptance Test System Testing
System Requirements
n tio olu dS an
De liv er S Re oluti qu on ire me and nts Ful fil
ts en em uir eq eR fin De
Business Requirements
Integration Testing
HighHigh-Level Design
Component Testing
LowLow-Level Design
Install and Implement
November 26, 2009
14
Requirements Traceability •
Provides greater confidence that objectives are being met − Organising and tracing requirements ensures their incorporation in the design process and makes the basis for design more explicit
•
Ability to manage change through impact analysis − Requirements traceability allows the impact of changes to be assessed more rapidly and effectively
Improved relationship with the business through better definition and understanding of requirements • Ability to track progress and status •
− Effective requirements management allows measurement •
Save costs through cost / benefit analysis − Requirements traceability provides a means of defining the relationship between benefits (derived from requirements) and cost (derived from design developed from requirements)
November 26, 2009
15
IT Projects to Deliver Business Benefits •
IT projects should be concerned with adding value to the organisation through selective adoption of new ideas, optimising business processes, and using information technology to achieve a competitive advantage − − − −
Changing rapidly to support new business opportunities Driving out wasted time and inefficiency Driving out hidden costs Avoiding unnecessary complexity
•
IT functions are also being transformed to become more service oriented and more closely aligned with the business
•
Dual roles of business analysis and solution architect are becoming central to successfully implement and manage IT projects November 26, 2009
16
Centres of Excellence (CoE) • Project
Management Office functions (PMO) evolved as a PM of CoE to provide a centralized approach to managing projects, in response to the issues associated with complex projects in an environment with low levels of project management maturity and governance • Business Analysis Centre of Excellence (BACoE) act as the single point of contact for business analysis practices − Defines the business rules, processes, knowledge, skills and competencies, and tools used by the organisation to perform business analysis throughout the business solution lifecycle, from strategic planning to project initiation to solution delivery and benefits realisation, and finally, solution deactivation November 26, 2009
17
Key Solution Delivery Roles Project Management
•
Should not create silos of specialisation − Project management − Solution architecture − Business analysis
•
Business Analysis
November 26, 2009
Solution Architecture and Design
Integrated view will significantly reduce solution delivery risks
18
Solution Architecture Centre of Excellence • Solution
Architecture Centre of Excellence (SACoE) provides the blueprint for the integration of information and services and the design of individual solutions that comply with overall enterprise architecture Overarching Principles, Drivers, Trends, Governance
Business Architecture
Information Architecture
Technology Architecture
Solution Architecture
November 26, 2009
19
Enterprise Architecture Components • •
•
•
•
Architecture Governance addresses the governance roles and processes required for maintaining Enterprise Architecture Business Architecture provides the high-level representation of the business strategies, intentions, functions, processes, information and assets critical to providing services to the business Information Architecture is the compilation of the business requirements of the enterprise, the information, process entities and integration that drive the business and rules for selecting, building and maintaining that information Technology Architecture is a disciplined approach to describing the current and future structure and inter-relationships of the enterprise’s technologies in order to maximise value in those technologies Solution Architecture is a process within the Enterprise Architecture that focuses on the development and implementation of a solution or service being created for the enterprise
November 26, 2009
20
Architecture Blueprint • Fully
that:
elaborated architectural description of a solution
− Provides the basis for detailed design and implementation work − Assesses project scope and feasibility − Assures shared understanding of and commitment to solution by all stakeholders − Integrates solution architecture into project management • Enable
− Accurate estimation the scope of effort − Management of (anticipate, avoid, mitigate) risk − Efficiently and effectively implementation and deployment − Certainty of common understanding November 26, 2009
21
Integrated Solution Delivery Methodology Advance Integrated Solution Framework Architecture and Realisation
Management and Processes
Vision and Strategy
Enterprise Management
Architecture
Programme and Portfolio Management
Development, Customisation and Configuration
Project Management
Implementation and Deployment
Operation and Control November 26, 2009
Service Management
Architecture Management 22
Integrated Solution Delivery Methodology • Architecture
and Realisation
− Concerned with enterprise vision, strategy, architecture, implementation, delivery and subsequent operation • Management
and Processes
− Addresses the management of large-scale business and information technology initiatives and associated programmes and projects • The
phases and processes within the two pillars can be integrated across a programme of work or the services can be delivered independently, depending on the requirements of the organisation
November 26, 2009
23
Architecture and Realisation Pillar •
Vision and Strategy − Creates the business vision defines the direction for subsequent information technology initiatives. The internal and external requirements and processes are analysed. This allows prioritisation of the business and information system areas that will addressed in subsequent stages. This ensures that all further work is aligned with the vision and strategy
•
Architecture − Designed to translate the Vision and Strategy into an implementable, operable and supportable structure. Architecture can encompass both enterprise and specific solution areas. The scope, requirements and functionality of the business processes and the associated information systems are specified. Architecture is concerned with both business and information technology in parallel. The constituent projects and changes to deliver the architecture are identified
•
Development, Customisation and Configuration − Selects, designs, builds, customises and tests the elements of the solution. This can include some or all of customised development, package customisation and system enhancement. The development activities related to business change and technical infrastructure are addressed
•
Implementation and Deployment − Takes the solution components and creates a fully operable system, complete with data and business process changes. This stage includes integration testing, pilot, data conversion documented procedures, training, and operational readiness and acceptance
•
Operation and Control − Creates and implements practices for ensuring defined service levels for the operation, maintenance, and support of the new or modified systems November 26, 2009
24
Management and Processes Pillar •
Enterprise Management − Involves establishing business objectives, monitoring achievement against targets and making necessary corrections
•
Programme and Portfolio Management − Directs and manages programmes and portfolios of initiatives and undertakings offerings to balance benefits, costs, resources and risks in a strategic context and ensuring benefits realisation. We can establish the competency within an organisation to provide this service internally
•
Project Management − Concentrates on the effective and efficient processes required to identify, coordinate, and continuously focus people and resources on achieving project objectives and commitment within time, cost, resource and quality controls. This enables organisations to deliver both the simple and complex initiatives and to perform projects capably
•
Service Management − Controls and manages the operational services phases of the overall initiative life cycle. Service request management handles requests from users. It manages their fulfilment and includes logging, performing initial analysis, monitoring, prioritising, measuring, and closing. Service delivery management directs and manages services to ensure that the end-user receives the agreed service
•
Architecture Management − Concerned with the business, technical, and operational procedures and processes needed to ensure and maintain integrated enterprise and solution architecture during the implementation of the solution and its subsequent operation November 26, 2009
25
Summary • Effective
solution delivery requires an integrated approach to projects across all key disciplines − Project portfolio management − Project management − Business analysis − Solution design
• Having
silos of expertise that do not communicate or co-operate leads to significant risk
November 26, 2009
26
More Information Alan McSweeney [email protected]
November 26, 2009
27
Alan McSweeney
Objectives • Describe
a complete and integrated approach to solution delivery that encompasses project management, project portfolio management, business analysis and solution architecture and design
November 26, 2009
2
Familiar View of Project and Project Portfolio Management Project Management Methodology
Demand Management Project Approvals Strategic Alignment
Project Portfolio Management Project Requests
Supply Management
Prioritising Projects
Programme and Project Management
Managing Projects Successfully
People Management and Education
Organisation Enablers
Contains the implicit assumption that the solutions being delivered by the projects are designed properly, are implementable and operable and meet business requirements • Is this correct? Is this the complete picture? •
November 26, 2009
3
Ensuring Strategic Project Alignment to Projects Business Vision and Goal
Programmes and projects cascade from business vision to ultimate operation and service delivery
Strategy
Business Plan
Programmes and projects need to be aligned to the overarching business vision and goal
Programmes for Strategic Objectives Projects
Operation of Solution November 26, 2009
4
Aligning the Solutions Being Delivered •
Need more than project management − Not the complete picture − Cannot treat project management in isolation
•
Need to ensure that the solution being managed meets business requirements
•
Need to ensure business requirements are captured
•
Need to ensure that solutions are designed to deliver business requirements and comply with organisation’s enterprise architecture
•
Fundamentally the project exists to manage the delivery of the solution that has been designed to meet business requirements that assist with delivery of the business plan November 26, 2009
5
Complete Picture of Project Selection and Delivery Structured Capture and Management of Requirements Business Analysis
Programme and Project Management
Delivery of Projects
November 26, 2009
Design of Solutions to Meet Requirements
Solution Architecture Prioritisation of Projects Project Portfolio Management 6
Complete View of Solution Lifecycle and Alignment of Key Project Roles Strategy, Business Planning and Business Analysis Business Concept
Initial Discovery
Requirements Elicitation
Decision to Proceed
Requirements Management and Change Management
Operations and Use
Solution Architecture and Design Solution Architecture
Solution Design
Solution Specification and Change Management
Project Management Cycle Initiate
Execute and Control Plan
Close
Solution Delivery - Implementation and Deployment Lifecycle Setup and Prepare November 26, 2009
Implement Manage Evolve Develop
Test
Deploy 7
Complete Picture of Project Selection and Delivery • Need
to consider all aspects of project selection and delivery: − What the business wants (requirements) − What the business gets (solution that delivers on requirements) − Delivered according to business priority (project portfolio management) − Implemented properly (project management)
• Cannot
take an individual view without risking problems
• Need
to emphasise the importance of the solution whole lifecycle and the interdependence of the roles
November 26, 2009
8
The Usual Project Failure Statistics •
USD$80-USD$145 billion per year is spent on failed and cancelled projects
•
Two thirds of all IT projects fail or experience significant problems
•
Poorly defined applications have led to a persistent miscommunication between business and IT that contributes to a 66 percent project failure/significant problem rate
•
25-40 % of all spending on projects is wasted as a result of rework
•
50 % of projects are rolled back out of production
•
60-80 % of project failures can be attributed directly to poor requirements gathering, analysis, and management November 26, 2009
9
Why Projects Fail •
Very significant Business/IT pain point − All too frequent implementation of IT solutions that fail to meet business requirements
•
Look at the general causes of those failures − Look for solutions whose implementation will address those causes
•
Solutions fail to meet requirements because of some combination of some or all of the following conditions − − − − − − −
• •
Poor understanding of the business need or problem Poorly defined requirements Inadequately explored solution options Poor solution design Misalignment between requirements and project scope Poor project planning/execution Poor change management
These are all related to an output of a key activity within the overall solution delivery lifecycle Cannot separate project management, project portfolio management, business analysis and solution architecture November 26, 2009
10
Business Analysis Approach to Requirements Collection and Management
Gather
Analyse
Review
ss Asse
ure t p Ca
Cha nge
Requirements Definition • Gather — Collecting requirements
• Analyse — Analysing, categorising and specifying requirements • Review — Review and agree exactly what the requirements are
Requirements Management • Capture — Ensure that the new
requirements or change requests are captured • Assess — Evaluate whether the changes will be actioned and approve or reject • Change — Undertake the changes
November 26, 2009
11
Requirements Drive Solution Design • Business
requirements drive solution design
• Capturing • Define
business requirements is essential
key principles/policies/critical success factors for
IT
Business Functional Technical
Requirements
Architecture
Design
Implementation
Implementation
November 26, 2009
12
Analysis and Design Build Bridge From Business to Solution Business Analysis:
Problem Requirement
Elicit Requirements Analyse Communicate Validate
Current State Business Analysis and Solution Design
Solution Design:
Solution
Translate Requirements into Solution
Desired Future State
November 26, 2009
13
Requirements Within Solution Lifecycle Operational Use
Business Concept
Acceptance Test System Testing
System Requirements
n tio olu dS an
De liv er S Re oluti qu on ire me and nts Ful fil
ts en em uir eq eR fin De
Business Requirements
Integration Testing
HighHigh-Level Design
Component Testing
LowLow-Level Design
Install and Implement
November 26, 2009
14
Requirements Traceability •
Provides greater confidence that objectives are being met − Organising and tracing requirements ensures their incorporation in the design process and makes the basis for design more explicit
•
Ability to manage change through impact analysis − Requirements traceability allows the impact of changes to be assessed more rapidly and effectively
Improved relationship with the business through better definition and understanding of requirements • Ability to track progress and status •
− Effective requirements management allows measurement •
Save costs through cost / benefit analysis − Requirements traceability provides a means of defining the relationship between benefits (derived from requirements) and cost (derived from design developed from requirements)
November 26, 2009
15
IT Projects to Deliver Business Benefits •
IT projects should be concerned with adding value to the organisation through selective adoption of new ideas, optimising business processes, and using information technology to achieve a competitive advantage − − − −
Changing rapidly to support new business opportunities Driving out wasted time and inefficiency Driving out hidden costs Avoiding unnecessary complexity
•
IT functions are also being transformed to become more service oriented and more closely aligned with the business
•
Dual roles of business analysis and solution architect are becoming central to successfully implement and manage IT projects November 26, 2009
16
Centres of Excellence (CoE) • Project
Management Office functions (PMO) evolved as a PM of CoE to provide a centralized approach to managing projects, in response to the issues associated with complex projects in an environment with low levels of project management maturity and governance • Business Analysis Centre of Excellence (BACoE) act as the single point of contact for business analysis practices − Defines the business rules, processes, knowledge, skills and competencies, and tools used by the organisation to perform business analysis throughout the business solution lifecycle, from strategic planning to project initiation to solution delivery and benefits realisation, and finally, solution deactivation November 26, 2009
17
Key Solution Delivery Roles Project Management
•
Should not create silos of specialisation − Project management − Solution architecture − Business analysis
•
Business Analysis
November 26, 2009
Solution Architecture and Design
Integrated view will significantly reduce solution delivery risks
18
Solution Architecture Centre of Excellence • Solution
Architecture Centre of Excellence (SACoE) provides the blueprint for the integration of information and services and the design of individual solutions that comply with overall enterprise architecture Overarching Principles, Drivers, Trends, Governance
Business Architecture
Information Architecture
Technology Architecture
Solution Architecture
November 26, 2009
19
Enterprise Architecture Components • •
•
•
•
Architecture Governance addresses the governance roles and processes required for maintaining Enterprise Architecture Business Architecture provides the high-level representation of the business strategies, intentions, functions, processes, information and assets critical to providing services to the business Information Architecture is the compilation of the business requirements of the enterprise, the information, process entities and integration that drive the business and rules for selecting, building and maintaining that information Technology Architecture is a disciplined approach to describing the current and future structure and inter-relationships of the enterprise’s technologies in order to maximise value in those technologies Solution Architecture is a process within the Enterprise Architecture that focuses on the development and implementation of a solution or service being created for the enterprise
November 26, 2009
20
Architecture Blueprint • Fully
that:
elaborated architectural description of a solution
− Provides the basis for detailed design and implementation work − Assesses project scope and feasibility − Assures shared understanding of and commitment to solution by all stakeholders − Integrates solution architecture into project management • Enable
− Accurate estimation the scope of effort − Management of (anticipate, avoid, mitigate) risk − Efficiently and effectively implementation and deployment − Certainty of common understanding November 26, 2009
21
Integrated Solution Delivery Methodology Advance Integrated Solution Framework Architecture and Realisation
Management and Processes
Vision and Strategy
Enterprise Management
Architecture
Programme and Portfolio Management
Development, Customisation and Configuration
Project Management
Implementation and Deployment
Operation and Control November 26, 2009
Service Management
Architecture Management 22
Integrated Solution Delivery Methodology • Architecture
and Realisation
− Concerned with enterprise vision, strategy, architecture, implementation, delivery and subsequent operation • Management
and Processes
− Addresses the management of large-scale business and information technology initiatives and associated programmes and projects • The
phases and processes within the two pillars can be integrated across a programme of work or the services can be delivered independently, depending on the requirements of the organisation
November 26, 2009
23
Architecture and Realisation Pillar •
Vision and Strategy − Creates the business vision defines the direction for subsequent information technology initiatives. The internal and external requirements and processes are analysed. This allows prioritisation of the business and information system areas that will addressed in subsequent stages. This ensures that all further work is aligned with the vision and strategy
•
Architecture − Designed to translate the Vision and Strategy into an implementable, operable and supportable structure. Architecture can encompass both enterprise and specific solution areas. The scope, requirements and functionality of the business processes and the associated information systems are specified. Architecture is concerned with both business and information technology in parallel. The constituent projects and changes to deliver the architecture are identified
•
Development, Customisation and Configuration − Selects, designs, builds, customises and tests the elements of the solution. This can include some or all of customised development, package customisation and system enhancement. The development activities related to business change and technical infrastructure are addressed
•
Implementation and Deployment − Takes the solution components and creates a fully operable system, complete with data and business process changes. This stage includes integration testing, pilot, data conversion documented procedures, training, and operational readiness and acceptance
•
Operation and Control − Creates and implements practices for ensuring defined service levels for the operation, maintenance, and support of the new or modified systems November 26, 2009
24
Management and Processes Pillar •
Enterprise Management − Involves establishing business objectives, monitoring achievement against targets and making necessary corrections
•
Programme and Portfolio Management − Directs and manages programmes and portfolios of initiatives and undertakings offerings to balance benefits, costs, resources and risks in a strategic context and ensuring benefits realisation. We can establish the competency within an organisation to provide this service internally
•
Project Management − Concentrates on the effective and efficient processes required to identify, coordinate, and continuously focus people and resources on achieving project objectives and commitment within time, cost, resource and quality controls. This enables organisations to deliver both the simple and complex initiatives and to perform projects capably
•
Service Management − Controls and manages the operational services phases of the overall initiative life cycle. Service request management handles requests from users. It manages their fulfilment and includes logging, performing initial analysis, monitoring, prioritising, measuring, and closing. Service delivery management directs and manages services to ensure that the end-user receives the agreed service
•
Architecture Management − Concerned with the business, technical, and operational procedures and processes needed to ensure and maintain integrated enterprise and solution architecture during the implementation of the solution and its subsequent operation November 26, 2009
25
Summary • Effective
solution delivery requires an integrated approach to projects across all key disciplines − Project portfolio management − Project management − Business analysis − Solution design
• Having
silos of expertise that do not communicate or co-operate leads to significant risk
November 26, 2009
26
More Information Alan McSweeney [email protected]
November 26, 2009
27
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