The Role of the Business Analyst in the PMO

1. The Role of the Business Analyst in the PMO Maureen Weverka Mutual of Omaha - PMO Director January 26, 2010

2. Objectives • Discuss the various Business Analyst roles and responsibilities within the PMO • Understand the value added benefits that BA’s bring to building an effective PMO • Review key challenges and lessons learned when integrating PM and BA methodologies within the PMO • See how Mutual is successfully partnering with BA’s within the PMO

3. Maureen Weverka - Mutual of Omaha • Director Project Management Office responsible for: • program and project methodologies, portfolio management oversight, metrics and performance measurements, standards and governance, knowledge management and project manager and business analyst education • Various Positions in Insurance Industry & Education: • IT (16 Years) Business (10 Years) • PMO (10 Years) Educator (1 Year) • Maureen.weverka@mutualofomaha.com

4. PMO Objectives Project Management Offices develop the processes, tools and the personnel that deliver projects • Advocacy: Provide oversight to projects to ensure adherence to proper project methodology, standards and processes. • Education: Ensure project manager and business analysts competency and professional development. • Maturity: Continue improving project management processes, business analyst processes and portfolio management maturity.

5. PMO Major Functions • Project Charter • Metric (CBA) • Prioritization • Resources • Core Values • Strategic Objectives • Business Plans (Initiatives) Portfolio Strategy • Score Card • Metric Measurement • Project Realization Program Performance • Methodology • Governance • BA & IT Processes • Change Mgt. Project

6. Role of BA within PMO • Serves as the representative of the business • Manages requirements • Facilitates communication among key stakeholders • Negotiates solutions between stakeholders and technical team • Validates solution against requirements • Works to ensure process improvements • Provides risk decision support • Participates in pre-project activities such as strategic enterprise analysis (senior role) Introduction: Foundations of Business Analysis

7. Project Managers Concerned with overall project success Manages project according to triple constraint: time, cost & scope Demonstrates competencies as defined by PMBOK Business Analysts Concerned with overall success of the solution Manages requirements to ensure they are traceable, validatable and justifiable Demonstrates competencies as defined by BABOK BA Role vs. PM Role Introduction: Foundations of Business Analysis

8. Project Managers Defines project scope Ensures project is delivered on time within budget & scope & removes issues & barriers Manages change request process Identifies, assesses & evaluates overall project & organizational risk Business Analysts Defines solution scope & works with PM to refine project scope Ensures the right product is built that meets the customers needs Manages requirements necessary to support proposed change requests Identifies, assesses & evaluates risk associated with requirements BA Role vs. PM Role Introduction: Foundations of Business Analysis

9. PMO Benefits of BA’s Introduction: Foundations of Business Analysis • Increased likelihood of accomplishing the business strategy • Improved work processes, systems & products producing greater cost savings, more accurate schedules and increase in customer satisfaction • More effective communication and collaboration among stakeholders throughout the organization • Clearer understanding of the stakeholder needs • Improved productivity and efficiency in requirements analysis • Improved flexibility to respond to project complexity • Improved ability to accommodate requirements changes • Better decision making at all levels of the organization • Increased stakeholder involvement and satisfaction

10. Triple Constraint Benefits – BA • Deliver benefits to the marketplace around sound requirements which reduces costs by preventing poor scope definition • Minimize the number of change requests a project will undertake and consequently prevent unnecessary scope creep • Decrease the time it takes to bring products to market and increase competitiveness in both the marketplace and internally with employees Introduction: Foundations of Business Analysis

11. Benefits of BA Center of Excellence • Better alignment between projects and organizational goals • Reusability of requirements and models – use of a repeatable and continuously improved requirements process • Better alignments of expectations between stakeholders and project teams • Improved management of skills, best practices and standards • Minimize cost and schedule overruns through early problem identification • Less rework through traceability when problems are appropriately identified and resolved for the first time • Improved requirements management to ensure planned benefits • Seamless transition of deliverables to other phases of the project • Improved quality of deliverables • Documentation and use of lessons learned Introduction: Foundations of Business Analysis

12. BA Organization Impact

13. BA Organization Impact

14. BA Organization Impact

15. Mutual’s PMO Structure Corporate PMO Financial PMO Group/CSO PMO EPO IFS PMO IT PMO

16. Mutual’s PMO Time Line • Late 1990’s: I/T PMO (Y2K Initiative) • 2003: First Maturity Assessment • First Business PMO • 2004-6: Ongoing Improvements • Structured Methodologies & Processes • Formalized PM Training • Formalized Business Portfolio Processes • EPO Formed • Second Business PMO • PMI Membership • 2007: Second Maturity Assessment • Formalized BA Training

17. Time Line Continued • 2008 - 2009: Tools and Automation • Automated Testing Tools • Portfolio Management Tools • Additional Business PMO’s • IIBA Membership • 2010: Ongoing Improvements • Process Improvements – Requirements Elicitation • Quality Center, Governance and Audits • Lesson’s Learned & Skip Level Discussions • Information Web Sites & Focus Groups • Training Manager within PMO • Roles Definition & Career Path Opportunities

18. Marketing Sales Product Development Underwriting Compensation Policy Delivery Service IFS PMO Mission Statement IFS PMO Business Partners Our mission is to be a results-driven team of engaged associates who support the project and portfolio processes undertaken in the delivery of projects for our business partners to achieve and sustain their goals.

19. Marketing Sales Product Development Underwriting Compensation Policy Delivery Service Project Partnerships IFS Business Partners IFS Project Management Organization IT Project Management Organization

20. Business PMO Structure Management: 10 • Senior VP Strategic Planning • PMO Director • VP Project & Process Management • HR Managers PMO Project Managers: 15 • Project Director / Program Manager • Project Managers (Three Levels) Business Architects: Pilot • Architects (Two Levels) Business Analysts: 90-100 • Analysts (Three Levels)

21. Business PMO Organization

22. Business PMO Staff Structure Business PMO Director Project Manager (2) Portfolio Manager Training Manager Business Consultant (2) Technical Assistant

23. Project Management Methodology Sample

24. BA Methodology

25. Integrated Business & Project Methodology PMO Project Portfolio Management On-Going Project Management Business Development Processes Life of Project IT Development Processes Change Management Originating Initiating Planning Executing & Controlling Closing Stage Gates

26. Centralized Access Objective: Provide centralized access to project tools, templates, governance processes and standards to effectively and efficiently manage projects through the various stage gates.

27. PM Training & Certification

28. Business Analyst Training & Certification • Revised Job Descriptions with Expectations • BA Procedural Data Bases • Formalized BA Training • Gathering & Documenting Requirements • Developing Estimates • Testing • Auditing: BA Processes • International Institute of Business Analysis (IIBA Heartland Chapter) • BA Certification • Training Manager

29. IFS PMO BA Focus Areas • Automated Testing Tools • Business Process Modeling • End-to-End analysis/skills across the IFS value chain • New Project Development Methodologies (i.e. Agile) • Standardization & Economies of Repetition • Requirements Elicitation and Documentation • Resource Capacity Planning • Business Areas of Focus: • Business Acumen (more generalists/less specialists) • Advanced Communications & Interpersonal Skills • Critical Thinking & Problem Solving • Coaching & Mentoring • Managing Business Change • Financial & Outcome Management

30. Lessons Learned Reporting • Lessons Learned WIKI • Projects, Market & Strategy • Search Capability • PM Contacts • View & Add Comments • Trends • Root Causes • Process Improvements Sample

31. Opportunities PMO • BA Roles and Responsibilities • Career Path Definition • More Tools & Automation • Continued BA Process Maturity

32. Business Analyst Career Path IFS PMO Management Level • Project Managers • Project Director • Portfolio & Training • Senior Project Mgr • Project Manager • Associate PM • Business Analysts • Business Architect • Business Systems Consult • Project Mgt Specialist • Senior Analyst • Analyst

33. Questions IT PM BA MGR PMO