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IMPROVING BUSINESS SKILLS

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IMPROVING BUSINESS SKILLS

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    1. IMPROVING BUSINESS SKILLS

    Glenn R. Brule Vice President – Business Analysis Strategy ESI International

    2. The New Acquisition Model

    Budget/Strategic Plan Requirements Definition Strategic Sourcing/ Acquisition Strategy Performance Management Procurement/ Contract Award Where the Acquisition Community is currently engaged Acquisition Community engagement under the New Model

    3. The New Acquisition Model

    Budget/Strategic Plan Requirements Definition Strategic Sourcing/ Acquisition Strategy Performance Management Procurement/ Contract Award Where the Acquisition Community is currently engaged Acquisition Community engagement under the New Model Decreases as requirements become clearer. A E D C B

    MANAGING PROJECTS HOW TO GATHER AND DOCUMENT OTHER REQUIREMENTS PROJECT LEADERSHIP, MANAGEMENT & COMMUNICATIONS

    5. Changed Process

    Current Planning Execution Management Inadequate planning Minimal coordination between procurement, Industry and customer Extensive time spent on revisions to requirements document SOW versus SOO Lack of real time access to information Inadequate specs result in costly modifications PM/COR’s lack training Costly, lengthy and does not leverage commercial best practices Future Strategic sourcing and Early acquisition planning is institutionalized* Full partnership between Procurement, industry and customer Improved quality and efficient solicitation process Performance metrics and solutions identified Real time information Full partnership manages performance to achieve program success PM/CORs trained and partners with CO Faster, less costly*, and leverages commercial best practices *Potential 20-30% savings over life of contract based on BMS experience Planning Execution Management

    6. Changed Process

    Future Strategic sourcing and Early acquisition planning is institutionalized* Full partnership between Procurement, industry and customer Improved quality and efficient solicitation process Performance metrics and solutions identified Real time information Full partnership manages performance to achieve program success PM/CORs trained and partners with CO Faster, less costly*, and leverages commercial best practices *Potential 20-30% savings over life of contract based on BMS experience Planning Execution Management Execution Management Future Planning Process Re-engineering Identify Problems and Opportunities Elicitation, Gathering & Documentation Analysis Verification Validation Basic Understanding of Objectives Elicitation Verification Validation Business Groups Analysts Pillars of Activity

    7. Benefits of Business Analysis

    Accurately defined requirements Project Prioritization All for “go/no go” scenarios to be quickly realized to promote prioritization of projects and corporate initiatives Resource Utilization Most organizations today are struggling to manage proper resource allocation and maximize on their utilization Allow PM’s & BA’s to confidently schedule resources who’s skill sets match the context of the project at hand

    8. Benefits of Business Analysis

    Triple Constraints Increase BA competency will deliver benefits to marketplace around sound requirements- Reduce costs - by preventing poor scope definition Can mitigate the number of change requests a project will undertake and consequently prevent unnecessary scope creep Can improve the time it takes to bring products to market and increase competitiveness in both the market place and internally with employees of an organization An increase in outsourcing is driving clients to… better gather and document requirements more concrete sharing of requirements of all involved in the project life cycle

    9. Training Recommendations

    10. Training Recommendations

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