如何書(shū)寫(xiě)商業(yè)論證.ppt

1、1,如何進(jìn)行項(xiàng)目的商業(yè)論證？,張為黨 CBAP PMPSIX SIGMA Black Belt,2,項(xiàng)目、運(yùn)營(yíng)與企業(yè)戰(zhàn)略,運(yùn)營(yíng)水平,運(yùn)營(yíng)水平,運(yùn)營(yíng)水平,項(xiàng)目,運(yùn)營(yíng),3,65%的IT項(xiàng)目沒(méi)有達(dá)到預(yù)期的目標(biāo),4,我們?cè)谀睦镏刂厮ち艘货?在Standish Group的報(bào)告中總結(jié)了導(dǎo)致項(xiàng)目失敗的最重要的8大原因中，有5個(gè)與需求相關(guān)： 不完整的需求(13.1%)； 缺乏用戶的介入(12.4%)； 不實(shí)際的客戶期望(9.9%)； 需求和規(guī)范的變更(8.7%)； 提供了不再需要的(7.5%)缺乏資源(10.6%),沒(méi)有執(zhí)行層支持(9.3%),缺少規(guī)劃(8.1%),5,PMBOK2008將商業(yè)論證作為制定項(xiàng)

2、目章程的輸入,6,PMBOK2008對(duì)商業(yè)論證的描述,商業(yè)論證能從商業(yè)角度提供必要的信息，決定項(xiàng)目是否值得投資。為證實(shí)項(xiàng)目的價(jià)值，在商業(yè)論證中通常要包含業(yè)務(wù)需求和成本效益分析等內(nèi)容。對(duì)于外部項(xiàng)目，可以由項(xiàng)目發(fā)起組織或客戶撰寫(xiě)商業(yè)論證。 PMBOK 2008 (中文版）P63 在多階段項(xiàng)目中，可通過(guò)對(duì)商業(yè)論證的定期審核，來(lái)確保項(xiàng)目能實(shí)現(xiàn)其商業(yè)利益。在項(xiàng)目生命周期的早期，項(xiàng)目發(fā)起組織對(duì)商業(yè)論證的定期審核，也有助于確認(rèn)項(xiàng)目是否仍然必要。 PMBOK 2008 (中文版）P63,7,PMBOK沒(méi)有說(shuō)明的問(wèn)題,商業(yè)論證與需求是什么關(guān)系？ 如何進(jìn)行商業(yè)論證？,8,“需求”是有層次的*,業(yè)務(wù)需求,用戶需求,

3、功能需求,說(shuō)明為什么要從事此項(xiàng)目的開(kāi)發(fā)以及它給客戶帶來(lái)的利益。具體包括業(yè)務(wù)機(jī)遇、業(yè)務(wù)目標(biāo)、產(chǎn)品價(jià)值以及開(kāi)發(fā)該產(chǎn)品的有關(guān)風(fēng)險(xiǎn)。 例子：“用戶能有效地糾正文檔中的拼寫(xiě)錯(cuò)誤”,用戶使用產(chǎn)品必須要完成的任務(wù) 例子：“找出文檔中的拼寫(xiě)錯(cuò)誤并通過(guò)一個(gè)提供的替換項(xiàng)列表來(lái)供選擇替換拼錯(cuò)的詞”,定義了開(kāi)發(fā)人員必須實(shí)現(xiàn)的軟件功能，使得用戶能完成他們的任務(wù)，從而滿足了業(yè)務(wù)需求。 例子：“如找到并高亮度提示錯(cuò)詞的操作；顯示提供替換詞的對(duì)話框以及實(shí)現(xiàn)整個(gè)文檔范圍的替換?！?*Karl E. Wiegers 軟件需求第2版,9,項(xiàng)目長(zhǎng)周期 vs. 項(xiàng)目短周期,1.0 項(xiàng)目前論證,2.0 項(xiàng)目執(zhí)行,3.0 項(xiàng)目后評(píng)估,干正

4、確的事,正確地干事,是否達(dá)到了如期目標(biāo)？,10,項(xiàng)目前論證階段的流程,1.2 分析項(xiàng)目機(jī)會(huì),1.3 評(píng)估和批準(zhǔn)項(xiàng)目,1.1 識(shí)別項(xiàng)目機(jī)會(huì),1.4 項(xiàng)目啟動(dòng),1.0 項(xiàng)目前論證,2.0 項(xiàng)目執(zhí)行,3.0 項(xiàng)目后評(píng)估,11,1.1 識(shí)別項(xiàng)目機(jī)會(huì),項(xiàng)目是為了解決業(yè)務(wù)問(wèn)題或滿足業(yè)務(wù)需要(business needs)而存在的。 項(xiàng)目機(jī)會(huì)一般來(lái)自于： 市場(chǎng)需求 客戶要求 技術(shù)進(jìn)步 法律要求 社會(huì)需要 競(jìng)爭(zhēng)對(duì)手 產(chǎn)品升級(jí)換代 公司的組織結(jié)構(gòu)調(diào)整 該過(guò)程的輸出 一個(gè)項(xiàng)目機(jī)會(huì)陳述，或者 項(xiàng)目/產(chǎn)品立項(xiàng)申請(qǐng),12,建議的項(xiàng)目機(jī)會(huì)描述格式,什么問(wèn)題影響了誰(shuí)，導(dǎo)致了什么樣的后果 例子：不準(zhǔn)確的訂單影響了客戶、銷(xiāo)售、

5、以及客服， 導(dǎo)致了廢品增加、額外處理成本、客戶不滿及收益降低,13,項(xiàng)目前論證階段的流程,1.2 分析項(xiàng)目機(jī)會(huì),1.3 評(píng)估和批準(zhǔn)項(xiàng)目,1.1 識(shí)別項(xiàng)目機(jī)會(huì),1.4 項(xiàng)目啟動(dòng),1.0 項(xiàng)目前論證,2.0 項(xiàng)目執(zhí)行,3.0 項(xiàng)目后評(píng)估,14,1.2 分析項(xiàng)目機(jī)會(huì),在發(fā)現(xiàn)機(jī)會(huì)后，需要對(duì)機(jī)會(huì)進(jìn)行適當(dāng)?shù)难芯?，以決定是否需要啟動(dòng)該項(xiàng)目。 如果業(yè)務(wù)機(jī)會(huì)或問(wèn)題牽涉的面比較廣的話，可能需要一個(gè)小組進(jìn)行研究 對(duì)于機(jī)會(huì)的研究本身可以作為一個(gè)項(xiàng)目進(jìn)行管理,15,分析項(xiàng)目機(jī)會(huì)的框架,PGOA方法：Problem Goal Option Answer P（問(wèn)題）：業(yè)務(wù)所面臨或需解決的問(wèn)題 G（目標(biāo)）：對(duì)于所面臨的問(wèn)題，

6、要達(dá)到的目標(biāo)是什么。目標(biāo)應(yīng)該是用業(yè)務(wù)語(yǔ)言描述，并且可度量 O（選項(xiàng)）：針對(duì)這些問(wèn)題可選的解決方案 A（答案）：針對(duì)各種Option進(jìn)行分析、評(píng)估，最終確定答案。,16,如何分析P（問(wèn)題） 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

7、BA work will increase Shift from software requirements to solution requirements,59,International Institute of Business Analysis (IIBA),Started March 2004 in Toronto Business Analysis Body of Knowledge (BA-BOK) Certified Business Analysis Professional (CBAP ) Website: ,60,IIBA BA

8、BOK,61,為什么項(xiàng)目需要PM和BA兩個(gè)角色？,62,為什么項(xiàng)目需要PM和BA兩個(gè)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.,63,為什么項(xiàng)目需要PM和BA兩個(gè)角色？,The PM

9、 and 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,64,PM在項(xiàng)目中的職責(zé),Usually the 1st person assigned to the proj

10、ect 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,65,BA在項(xiàng)目中的職責(zé),Usually assigned to the project after

11、 it 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,66,PM和BA技能的比較 相同點(diǎn),Project Manager Strong communi

12、cation 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,67,PM和BA技能的比較 不同點(diǎn),P

13、roject 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 Ensure

14、s the product is built right according to the requirements,68,PM和BA技能的比較 相同點(diǎn)（續(xù)）,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

15、 requirements-related tasks in the WBS Investigative skills,69,PM和BA如何在項(xiàng)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 are

16、as Excellent PMs and BAs will work hand-in-hand to make the most of each others strengths,70,PM和BA如何在項(xiàng)目上合作？（續(xù)）,Areas of overlapping responsibilities Project scope definition Project statement of purpose Project objectives Project business risks Client relationship Communication with SMEs and technic

17、al team Review of requirements, designs and plans,71,PM和BA如何在項(xiàng)目上合作？（續(xù)）,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 t

18、echnical 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 negotiate with all project stakeholders and business partners/clients,72,Initiation,Requirements,Design & Implementation Planning,Construction,QA,Implementation,Closure,SDLC,PM和BA如何在項(xiàng)目上合作？（續(xù)）,73,經(jīng)驗(yàn)不同的PM和BA互相配合，會(huì)產(chǎn)生不同的結(jié)果,Strong PM, Weak BA Result = Requirements are rushed, some ma