如何进行项目的商业论证ppt课件

1、如何进行项目的商业论证？,张为党 CBAP PMPSIX SIGMA Black Belt,1,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,2,65%的IT项目没有达到预期的目标,3,我们在哪里重重摔了一跤,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： 不完整的需求(13.1%)； 缺乏用户的介入(12.4%)； 不实际的客户期望(9.9%)； 需求和规范的变更(8.7%)； 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%),4,PMBOK2008将商业论证作为制定项目章

2、程的输入,5,PMBOK2008对商业论证的描述,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 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）P63,6,PMBOK没有说明的问题,商业论证与需求是什么关系？ 如何进行商业论证？,7,“需求”是有层次的*,业务需求,用户需求,功能

3、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,8,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

4、事,正确地干事,是否达到了如期目标？,9,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,10,1.1 识别项目机会,项目是为了解决业务问题或满足业务需要(business needs)而存在的。 项目机会一般来自于： 市场需求 客户要求 技术进步 法律要求 社会需要 竞争对手 产品升级换代 公司的组织结构调整 该过程的输出 一个项目机会陈述，或者 项目/产品立项申请,11,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

5、服， 导致了废品增加、额外处理成本、客户不满及收益降低,12,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,13,1.2 分析项目机会,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。 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 对于机会的研究本身可以作为一个项目进行管理,14,分析项目机会的框架,PGOA方法：Problem Goal Option Answer P（问题）：业务所面临或需解决的问题 G（目标）：对于所面临的问题，要达到

6、的目标是什么。目标应该是用业务语言描述，并且可度量 O（选项）：针对这些问题可选的解决方案 A（答案）：针对各种Option进行分析、评估，最终确定答案。,15,如何分析P（问题） increased demand for certification of skills/competency Ratio of Business Analysts to Programmers will increase Increasing expectation of quality requirements Requirements Management tools The scope of the BA

7、work will increase Shift from software requirements to solution requirements,58,International Institute of Business Analysis (IIBA),Started March 2004 in Toronto Business Analysis Body of Knowledge (BA-BOK) Certified Business Analysis Professional (CBAP ) Website: ,59,IIBA BABOK

8、,60,为什么项目需要PM和BA两个角色？,61,为什么项目需要PM和BA两个角色？,Having both a Project Manager (PM) and a Business Analyst (BA) is critical to a projects success. Each role provides specialized capabilities that can make the difference between a project that succeeds and one that struggles.,62,为什么项目需要PM和BA两个角色？,The PM an

9、d BA each play distinct, critical roles on a project Both have a common ultimate goal, but focus on different aspects to achieve it It is difficult to wear both hats effectively on the same project The roles often intersect but also diverge,63,PM在项目中的职责,Usually the 1st person assigned to the project

10、 Responsible for planning the project and ensuring the team follows the plan Manages changes, handles problems, keeps the project moving Manages people, money, risk Chief communicator of good or bad news to the Business Sponsors and IT Management,64,BA在项目中的职责,Usually assigned to the project after it

11、 has started Responsible for bridging the gap between the Business and IT Learn the business inside and out Essentially the architect of effective business systems Job title, definition and responsibilities viewed inconsistently across the industry,65,PM和BA技能的比较 相同点,Project Manager Strong communicat

12、ion skills Understanding of the SDLC Negotiation/ consensus building Strong interpersonal and client management skills,Business Analyst Strong communication skills Understanding of the SDLC Negotiation/ consensus building Strong interpersonal and client management skills,PM,BA,66,PM和BA技能的比较 不同点,Proj

13、ect Manager Ability to see the “big picture” for the project Directs project team Helps people (project team) get things done Ensures the product is delivered on time, within budget,Business Analyst Detail-oriented Listens to people (SMEs) Helps SMEs describe how and why they perform tasks Ensures t

14、he product is built right according to the requirements,67,PM和BA技能的比较 相同点（续）,Project Manager Removes issue barriers Manages project change control Manages the Work Breakdown Structure (WBS) Management skills,Business Analyst Identifies business issues Manages requirements change requests Performs re

15、quirements-related tasks in the WBS Investigative skills,68,PM和BA如何在项目上合作？,Fundamentally, the PM manages project resources (people, money) and the BA manages the business stakeholders The BA reports to the PM on a project These two roles have significant overlap of responsibilities in certain areas

16、Excellent PMs and BAs will work hand-in-hand to make the most of each others strengths,69,PM和BA如何在项目上合作？（续）,Areas of overlapping responsibilities Project scope definition Project statement of purpose Project objectives Project business risks Client relationship Communication with SMEs and technical

17、team Review of requirements, designs and plans,70,PM和BA如何在项目上合作？（续）,Areas of clear delineation of responsibilities Business Analyst Gathering, documenting and reviewing business requirements from SMEs Translating business requirements into functional system specifications to be developed by the tech

18、nical team Testing the solution, training SMEs on the new system and documenting new procedures Project Manager Plan and organize projects determining scope, deliverables, milestones, schedule, resources Manage project scope, risk, issue, communication, quality and cost Interact, collaborate, and ne

19、gotiate with all project stakeholders and business partners/clients,71,Initiation,Requirements,Design & Implementation Planning,Construction,QA,Implementation,Closure,SDLC,PM和BA如何在项目上合作？（续）,72,经验不同的PM和BA互相配合，会产生不同的结果,Strong PM, Weak BA Result = Requirements are rushed, some may be missed, rework nee

20、ded late in the process, schedule and budget suffers Weak PM, Strong BA Result = Too much time developing requirements, project falls behind schedule, “scope creep” often occurs Weak PM, Weak BA Result = Project failure! Strong PM, Strong BA Result = Success, great balance between thorough requirements-gathering and moving forward,73,可以由一个人承担PM和BA两个角色吗？,Common on small projects Common when the organization is short-staffed Common where there is a lack of understandin