如何书写商业论证.ppt

1 如何进行项目的商业论证？ 张为党 CBAP PMP SIX SIGMA Black Belt 2 项目、运营与企业战略 运营水平 运营水平 运营水平 项目 运营 企 业 管 理 3 65%的IT项目没有达到预期的目标 4 我们在哪里重重摔了一跤 n在Standish Group的报告中总结了导致项目失 败的最重要的8大原因中，有5个与需求相关： n不完整的需求(13.1%)； n缺乏用户的介入(12.4%)； n不实际的客户期望(9.9%)； n需求和规范的变更(8.7%)； n提供了不再需要的(7.5%) 缺乏资源(10.6%),没有执行层支持(9.3%),缺少规划(8.1%) 5 PMBOK2008将商业论证作为制定项目章程的输入 6 PMBOK2008对商业论证的描述 n商业论证能从商业角度提供必要的信息，决定 项目是否值得投资。为证实项目的价值，在商 业论证中通常要包含业务需求和成本效益分析 等内容。对于外部项目，可以由项目发起组织 或客户撰写商业论证。 PMBOK 2008 (中文版）P63 n在多阶段项目中，可通过对商业论证的定期审 核，来确保项目能实现其商业利益。在项目生 命周期的早期，项目发起组织对商业论证的定 期审核，也有助于确认项目是否仍然必要。 PMBOK 2008 (中文版）P63 7 PMBOK没有说明的问题 n商业论证与需求是什么关系？ n如何进行商业论证？ 8 “需求”是有层次的* 业务需求 用户需求 功能需求 说明为什么要从事此项目的开发以及它给客户带 来的利益。具体包括业务机遇、业务目标、产品 价值以及开发该产品的有关风险。 例子：“用户能有效地纠正文档中的拼写错误” 用户使用产品必须要完成的任务 例子：“找出文档中的拼写错误并通过一个提供 的替换项列表来供选择替换拼错的词” 定义了开发人员必须实现的软件功能，使得用户 能完成他们的任务，从而满足了业务需求。 例子：“如找到并高亮度提示错词的操作；显示 提供替换词的对话框以及实现整个文档范围的替 换。” *Karl E. Wiegers 软件需求第2版 9 项目长周期 vs. 项目短周期 1.0 项目前论证 2.0 项目执行 3.0 项目后评估 干正确的事正确地干事 是否达到了 如期目标？ 10 项目前论证阶段的流程 1.2 分析项目机会 1.3 评估和批准项目 1.1 识别项目机会 1.4 项目启动 1.0 项目前论证 2.0 项目执行 3.0 项目后评估 11 1.1 识别项目机会 n项目是为了解决业务问题或满足业务需要(business needs)而存在的。 n项目机会一般来自于： n市场需求 n客户要求 n技术进步 n法律要求 n社会需要 n竞争对手 n产品升级换代 n公司的组织结构调整 n该过程的输出 n一个项目机会陈述，或者 n项目/产品立项申请 12 建议的项目机会描述格式 什么问题影响了谁，导致了什么样的后 果 例子：不准确的订单影响了客户、销售 、以及客服， 导致了废品增加、额外处 理成本、客户不满及收益降低 13 项目前论证阶段的流程 1.2 分析项目机会 1.3 评估和批准项目 1.1 识别项目机会 1.4 项目启动 1.0 项目前论证 2.0 项目执行 3.0 项目后评估 14 1.2 分析项目机会 n在发现机会后，需要对机会进行适当的研 究，以决定是否需要启动该项目。 n如果业务机会或问题牵涉的面比较广的话 ，可能需要一个小组进行研究 n对于机会的研究本身可以作为一个项目进行管 理 15 分析项目机会的框架 nPGOA方法：Problem Goal Option Answer nP（问题）：业务所面临或需解决的问题 nG（目标）：对于所面临的问题，要达到的目标是 什么。目标应该是用业务语言描述，并且可度量 nO（选项）：针对这些问题可选的解决方案 nA（答案）：针对各种Option进行分析、评估，最 终确定答案。 16 如何分析P（问题） increased demand for certification of skills/competency nRatio of Business Analysts to Programmers will increase nIncreasing expectation of quality requirements nRequirements Management tools nThe scope of the BA work will increase nShift from software requirements to solution requirements 59 International Institute of Business Analysis (IIBA) nStarted March 2004 in Toronto nBusiness Analysis Body of Knowledge (BA- BOK) nCertified Business Analysis Professional (CBAP ) nWebsite: 60 IIBA BABOK 61 为什么项目需要PM和BA两个角色？ 62 为什么项目需要PM和BA两个角色？ nHaving both a Project Manager (PM) and a Business Analyst (BA) is critical to a projects success. nEach role provides specialized capabilities that can make the difference between a project that succeeds and one that struggles. 63 为什么项目需要PM和BA两个角色？ nThe PM and BA each play distinct, critical roles on a project nBoth have a common ultimate goal, but focus on different aspects to achieve it nIt is difficult to wear both hats effectively on the same project nThe roles often intersect but also diverge 64 PM在项目中的职责 nUsually the 1st person assigned to the project nResponsible for planning the project and ensuring the team follows the plan nManages changes, handles problems, keeps the project moving nManages people, money, risk nChief communicator of good or bad news to the Business Sponsors and IT Management 65 BA在项目中的职责 nUsually assigned to the project after it has started nResponsible for bridging the gap between the Business and IT nLearn the business inside and out nEssentially the architect of effective business systems nJob title, definition and responsibilities viewed inconsistently across the industry Business Technology Business Technology 66 PM和BA技能的比较 相同点 Project Manager nStrong communication skills nUnderstanding of the SDLC nNegotiation/ consensus building nStrong interpersonal and client management skills Business Analyst nStrong communication skills nUnderstanding of the SDLC nNegotiation/ consensus building nStrong interpersonal and client management skills PMBA 67 PM和BA技能的比较 不同点 Project Manager nAbility to see the “big picture” for the project nDirects project team nHelps people (project team) get things done nEnsures the product is delivered on time, within budget Business Analyst nDetail-oriented nListens to people (SMEs) nHelps SMEs describe how and why they perform tasks nEnsures the product is built right according to the requirements PM BA 68 PM和BA技能的比较 相同点（续） Project Manager nRemoves issue barriers nManages project change control nManages the Work Breakdown Structure (WBS) nManagement skills Business Analyst nIdentifies business issues nManages requirements change requests nPerforms requirements- related tasks in the WBS nInvestigative skills PM BA 69 PM和BA如何在项目上合作？ nFundamentally, the PM manages project resources (people, money) and the BA manages the business stakeholders nThe BA reports to the PM on a project nThese two roles have significant overlap of responsibilities in certain areas nExcellent PMs and BAs will work hand-in-hand to make the most of each others strengths 70 PM和BA如何在项目上合作？（续） nAreas of overlapping responsibilities nProject scope definition nProject statement of purpose nProject objectives nProject business risks nClient relationship nCommunication with SMEs and technical team nReview of requirements, designs and plans 71 PM和BA如何在项目上合作？（续） Areas of clear delineation of responsibilities nBusiness Analyst nGathering, documenting and reviewing business requirements from SMEs nTranslating business requirements into functional system specifications to be developed by the technical team nTesting the solution, training SMEs on the new system and documenting new procedures nProject Manager nPlan and organize projects determining scope, deliverables, milestones, schedule, resources nManage project scope, risk, issue, communication, quality and cost nInteract, collaborate, and negotiate with all project stakeholders and business partners/clients 72 Initiation Requirements Design & Implementation Planning Construction QAImplementation Closure The Execution of a Project BA PM SDLC Scope Budget Team PIR Planning Execution & Control Document Requirements System Checkout Scope Design Testing & Training Strategies Test Case Creation Test UAT Train PIR PM和BA如何在项目上合作？（续） 73 经验不同的PM和BA互相配合，会产生不同的结果 nStrong PM, Weak BA nResult = Requirements are rushed, some may be missed, rework needed late in the process, schedule and budget suffers nWeak PM, Strong BA nResult = Too much time developing requirements, project falls behind schedule, “scope creep” often occurs nWeak PM, Weak BA nResult = Project failure! nStrong PM, Strong BA nResult = Success, great balance between thorough requirements-gathering and moving forward 74 可以由一个人承担PM和BA两个角色吗？ nCommon on small projects nCommon when the organization is short-staffed nCommon where there is a lack of