1 COE Organization and Governance Structure 1

1. COE Organization and Governance Structure 1

2. Establish COE Guidelines 20% improving BA practices 40% supporting strategic projects 40% supporting the strategy execution framework 2

3. Manage Cultural Change § Expect that only a limited amount of concurrent change may be absorbed § Anticipate considerable amount of resistance § Secure buy-in and support § Lead, communicate and manage the change § Use COE Guidance Team to communicate a compelling vision 3

4. Manage Path to Maturity Stabilize performance by supporting basic business analysis practices first Transition to more sophisticated practices as momentum builds Limited Influence Phase 1 1 Phase Project Centric 4 Strategic Influence Phase 2 Department Focus Phase 3 3 Strategic Asset

5. Develop Communication Plan • Identify stakeholders • Conduct an audience analysis • Document information needs, messages, media and frequency • Use guidance team to constantly communicate – – 5 Vision and mission Objectives Business drivers Value

6. Develop d Political Management Plan § Determine which stakeholders § Can influence the COE, and § Feel positively or negatively about it § § Identify stakeholders’ goals (WIIFM? ) Assess the political environment Assess your political skills Define problems, solutions, and action plans to § Leverage positive influences § Neutralize negative ones 6

7. Secure Approval of Guidance Team § Organize, structure and convene the COE Guidance Team § Ensure that any issues, conflicts and inconsistencies have been resolved before the meeting § Summarize the contents of the business case and charter § Seek approval to proceed with formal launch of the COE 7

Launch the BACOE 1. Build the COE Team 2. Conduct the BACOE Kickoff 3. Execute Decisions Made at the Kickoff 8

1. Build the COE Team § Establish a small core dedicated leadership team § Avoid overstaffing the COE § Augment with SMEs and sub-teams § Select team members based on their passion § Develop your team leadership skills 9

2. Conduct the BACOE Kickoff § Capstone event officially launching the COE § All key stakeholders are in attendance § Purpose § Finalize the charter and gain consensus on an implementation approach § Prior to the kickoff § Areas of resistance have been resolved § Charter and business case approved § Buy-in of influential stakeholders secured 10

3. Execute Decisions Made at the Kickoff § § § Update Business Case Adjust Charter and Business Plan Finalize Implementation Plans Launch early initiatives Seek feedback from all key stakeholders Continually assess § What is working well § Opportunities for improvement 11

Implementing a BACOE Best “Balanced” Practices

Build a BACOE that Executive Love § Drives 50% more projects to completion without increasing resources § Completes 25% more projects in drastically shorter times § COE impact is clearly felt throughout organization § Management sees benefits of COE Source: Gerald I. Kendall and Steven C. Rollins, Advanced Project Portfolio Management and the PMO, J. Ross Publishing, 2003 13

Build a BACOE that BAs Trust • Viewed as indispensable • Gains credibility one project at a time • Provides valuable services – Resource allocation – Project requirements workshops – Risk management workshops – Coaching and mentoring – Methods scaled to meet project needs – Training and education – Communities of practice Source: Gerald I. Kendall and Steven – Stage gate review preparation C. Rollins, Advanced Project Portfolio Management and the PMO, J. Ross – Business case updates Publishing, 2003 14

It Can be a High Wire Act BAs applaud increased role But loathe accountability Managers enjoy new visibility Executives like the strong business focus But scoff at added level of work required But balk at investment necessary to support a new central group Source: Donn Di. Nunno CCP, CDP, Program Management Office (PMO) Basics, Engineering, Management, and Integration, Inc. 20 15

Avoid Pitfalls that Cause “Out of Balance” § Lack of focus and too many responsibilities § Placed too low in the organization § Relegation to clerical role § Excessive time developing process and tools § Perception of not adding value § Viewed as: § Arrogance § Worthless resource § “Project police” 16

Focus on Strategic Benefits Provide organizational focus for repeatable practices Focus on strategy execution Increase competitivene ss and project value Professionalize roles, develop project leadership and highperforming team Implement quantitative performance measures Provide central management of critical projects, contractors, resource pools, locations Improve project selection, prioritization, and resource allocation 17

Demonstrate Value § Wrap your mission around your impact on the business § Establish business measures § § § Gain efficiencies Achieve cost savings Increase customer satisfaction Reduce time-to-market Increase revenue and profit Increase competitive advantage Source: http: //www. chiefprojectofficer. com/article/146 18

BACOE: Strike the Right Balance On Behalf of IIBA Executive Team and All of Our Volunteers Thank You! Kathleen Hass, Director at Large kitty. hass@theiiba. org kittyhass@comcast. net