Industry Articles

"Our company uses your excellent article, 'Demystifying Requirements Through Use Cases' by Elizabeth Larson and Richard Larson, as an appendix in an in-house course titled "Use Case Modeling."

This article has a practical orientation, and directly supports many of the concepts that we would like to reinforce."

Software Engineering Training Manager,
Large Telecommunications Company

Business Analysis

Demystifying Use Case Modeling

by Elizabeth Larson, CBAP, PMP, CSM and Richard Larson, CBAP, PMP, Principals, Watermark Learning, Inc.

We all know how difficult it is to achieve project success without complete product requirements. Yet gathering complete requirements without exhausting the project schedule and budget remains elusive on many projects. In this article we will provide tips for gathering hidden requirements quickly.

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Foolproof Plan for Passing the CBAP® Certification Exam

by Richard Larson, CBAP, PMP, Principal, Watermark Learning, Inc.

For people dedicated to the field of business analysis, CBAP® certification is becoming the “gold standard” of the profession. Undoubtedly, many of you are either thinking about becoming certified or have already started the process. This article summarizes the CBAP® program, and how business analysts can create a foolproof plan to obtain their certification. This article provides 5 crucial steps for your plan and several tips on how to execute these steps successfully to become certified.

This article was published in Modern Analyst.

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Using Storyboards to Get the Big Picture

A shortcoming of written requirements in any format (user stories, use cases, SRS, etc.) is that it is often difficult to visualize the process described or proposed by the requirements. This article details how to use storyboards to better define requirements and processes for more effective project flow.

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101+ of the Most Effective Questions You Can Ask to Elicit Requirements and Uncover Expectations

When eliciting requirements and uncovering expectations for a project, much of the challenge stems from learning what the business needs from the new product being built. Often times, we may not even know the right questions to ask to get started, much less get into enough depth to discover all the important needs of stakeholders. This handy guide is a summary to help you get started with your questions and to help ensure you've asked the important before and during a project.

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Gathering Requirements: Go Away Please!

by Elizabeth Larson, CBAP, PMP, CSM and Richard Larson, CBAP, PMP, Principals,
Watermark Learning, Inc.

Requirements elicitation requires building relationships and trust among project stakeholders. When trust is absent, the requirements elicitation process will take longer, be incomplete, and lead to lower morale. Although building relationships takes time and effort, it can actually shorten project time and result in improved project performance.

This article was originally published as part of the PMI® Global Congress North America Proceedings, Toronto, Canada.

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Influencing Without Authority: Rev Up Your Internal Consulting Skills: Part 1 (Why Don't We Have More influence)

by Elizabeth Larson, CBAP, PMP, CSM and Richard Larson, CBAP, PMP, Principals,
Watermark Learning, Inc.

How often have you met with business clients to plan a project or elicit their requirements only to have them provide you with their solution? And because they have already given their solution, they can't understand why you want to spend any time shaping the product or defining their requirements! Or, perhaps your sponsor or business clients are at the opposite end of the spectrum. They may be overly busy, stressed-out, and distracted, and again don't have time to define their real needs, or to articulate their detailed requirements.

This two-part article addresses these common quandaries by making a case for a consultative approach to better provide internal clients what they truly need and want. The framework is straightforward, yet reduces the amount of time you hear these dreaded words from clients: “Oh, darn, you gave me what I asked for!” It offers tips on how to respectfully question key stakeholders about their real needs and provides recommendations that best meet their business objectives. All in all, the benefits of this approach are to reduce the amount of rework on projects, improving client satisfaction, and saving time and money.

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Influencing Without Authority: Rev Up Your Internal Consulting Skills: Part 2 (Overcome the Barriers—Start Influencing!)

by Elizabeth Larson, CBAP, PMP, CSM and Richard Larson, CBAP, PMP, Principals,
Watermark Learning, Inc.

In part 1 of this article, we explored several barriers that prevent project professionals—Project Managers and Business Analysts—from influencing without having the authority. We listed four main factors that we've seen and exist in virtually every organization: lack of positional authority, lack of sponsor support, unclear roles and responsibilities, and other factors such as company culture, product complexity, time pressures, etc.

Now we're ready to explore some ways that help overcome these barriers. They revolve around the theme of project professionals acting as consultants, whether you are an internal or external one. We both worked as internal consultants early in our careers. It taught us the value and power that comes from a consultative approach. Your clients will thank you for using it because it helps solve business problems and get things done.

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Parallax Effect on Requirements

by Richard Larson, CBAP, PMP and Elizabeth Larson, CBAP, PMP, CSM, Principals,
Watermark Learning, Inc.

Have you ever gazed out at the stars and found it too difficult to focus on a particular one? Scientists call this the parallax effect. Too often, the same phenomenon occurs in projects—business analysts tend to focus on too few methods to elicit and analyze requirements.

In this article, we provide strategies to overcoming the parallax effect. We provide techniques you can use immediately to better define requirements so that problems may be solved efficiently.

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Projects Without Borders: Gathering Requirements on a
Multicultural Project

by Elizabeth Larson, CBAP, PMP, CSM and Richard Larson, CBAP, PMP, Principals,
Watermark Learning, Inc.

One of the most difficult tasks project managers and business analysts face is obtaining customer requirements. When the project includes multi-cultural stakeholders, particularly if they comprise a virtual team working in geographically dispersed areas, the job becomes much harder. As the world gets “flatter” and the need for collaboration beyond political borders becomes the norm, the ability for project professionals to bridge cultural gaps will become a necessary skill set. This article provides tips and techniques for project teams to do just that.

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Scrum Versus Waterfall: The Fight Continues

by Elizabeth Larson, CBAP, PMP, CSM and Richard Larson, CBAP, PMP, Principals,
Watermark Learning, Inc.

In Part 1 we began our “fight” by exploring two estimating techniques that are often used on both Scrum and Waterfall projects. The first was relative sizing (one kind of analogous estimating) and the second Delphi (called Planning Poker in Scrum). Scrum won both rounds (barely) because although both techniques can be used on both types of projects, their usage in Scrum seems easier to understand, learn, and apply.

In Part 2, we compare Waterfall to Scrum in a variety of ways—looking at their similarities and differences and implementation of each.

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Avoiding Conflict Between the PM and BA, Part I

What are the roles of the Project Manager (PM) and the Business Analyst (BA) in the early stages of a project? The two bodies of knowledge, the BABOK® Guide 2.0 and PMBOK® Guide-Fourth Edition each allude to work being done at the beginning of the project so it is not surprising that conflict between these two roles can arise.

This article details how to avoid conflict between the PM and BA to ensure a successful project outcome.

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Avoiding Conflict Between the PM and BA, Part II

What are the roles of the Project Manager (PM) and the Business Analyst (BA) in the early stages of a project? In part 2 of this article, Elizabeth provides some great advice on how project managers and business analysts can work more efficiently and effectively.

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Foundational Concepts for Project Management and
Business Analysis

We use certain terms every day without thinking of their meaning, or perhaps use them with an incomplete or even incorrect understanding. This month we invite you to take a moment to clarify some basic concepts of business analysis and project management. This article looks at some foundational terms and their distinctions. You may be surprised by what you learn.

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Tips and Tricks for Facilitating Conflict Resolution

We all know that conflict is a difference of opinion and therefore neutral—neither good nor bad, Right? But try telling that to a project manager or business analyst embroiled in conflict. Conflict can threaten to destroy the team and sabotage efforts to elicit requirements. But it doesn't have to. Having a strong, neutral facilitator and a process for conflict resolution can reduce tensions and bring about a positive outcome.

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Cultural Intelligence

There are many different types of 'intelligence'. Components of intelligence can include such things as: understanding, learning, use of language, creativity, emotion, etc. Today, the focus seems to be on cultural intelligence. In this article we look at how being more culturally aware and courteous can enhance productivity and build relationships.

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Is There a Personality Profile for the PM and BA

by Elizabeth Larson, PMP, CBAP, CSM and Richard Larson, CBAP, PMP, Principals,
Watermark Learning, Inc..

Are there certain personality traits that Project Managers (PM) and Business Analysts (BA) share? During a presentation on the topic of BA and PM roles, we were asked this question. In this article we share some of the audience responses and delve into each of these traits in more detail.

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New Year's Learning Ideas from Watermark Learning

It's the New Year—a new decade—a great time to get motivated and gear up for success! Instead of resolving to get into better shape (again), resolve to learn something new this year. In this article, we provide 10 tips to help you take full advantage of your learning potential this year.

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Trends in Business Analysis and Project Management to Watch
for in 2009

The close of one year tends to make one reflect on the past and ponder the future. Here we ponder some trends in the Project Management and Business Analysis fields for 2009. We invite you to read the trends we offer and ponder for yourself our advice about what project professionals can do about them.

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Virtual World Communications

Cell phones, laptops, PDAs...these devices have distracted, disrupted or otherwise negated the impact of meetings and interfered with work focus. This article discusses some relevant research about technology and its impact on communication and productivity.

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It's Not Like Selling Pots or Pans... Or is It? A New Way of Selling Project Management to Senior Management

Project management professionals often find themselves in situations where they have to sell things to decision makers. It might be selling a project, or a new function such as Project Management Office. By understanding critical success factors, sales “knowledge areas,” and a repeatable process, we increase our chances of success.

This article was originally published as part of the PMI® Global Congress Asia Pacific Proceedings, Bangkok, Thailand.

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Oh No, You Gave Me What I Asked For!

Project professionals—specifically project managers and business analysts—realize that no matter how well projects are executed, projects still fail when customer requirements are not clearly defined and customer expectations are not met.

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10 Critical Steps to Creating a Project Plan

One of the critical factors for project success is having a well-developed project plan. This article provides a 10-step approach for how to create an effective project plan. It also provides a roadmap for project managers to follow and explores why it should be the project manager's primary communications and control tool throughout the project.

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Achieve Project Success with Sponsorship and Clear Vision

Here is a brief article that identifies five major factors leading to project success.

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Gather Trust Then Requirements

This article shows practical ways of building trust between project teams and stakeholders in order to achieve better project success.

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Managing Small Projects: The Critical Steps

If you think that executing a small project does not require advance planning, think again. This article endorses the planning process and outlines five important steps for successfully managing small projects.

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Constrain Your Way to Better Data Definitions

Whatever the scope or size of a project, it is likely that you'll have to deal with generating new data. This article takes a look at how to define data requirements to ensure the right data is collected and reported.

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I Don't Have Time to Manage Requirements—
My Project is Late Already!

Lack of a well-managed requirements process leads to common project issues, such as scope creep, cost overruns, and products that are not used. Yet many projects skim over this important part of the project and teams rush to design and build the end product. After all, some of our sponsors think that “we're not productive unless we're building the product.”

This article addresses concerns and provides an overview of the essential skills that are needed today to manage customer requirements, emphasizing the relationship between requirements management and project management. It focuses on a core set of processes for ensuring that the entire requirements process is managed, that requirements are gathered and documented, and that customers get a business solution that really works for them.

This article was originally published as part of the PMI® Global Congress Europe-Middle East-Africa Proceedings, St. Julians, Malta.

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Seven Success Factors for Requirements Planning

If care isn't given to planning the activities of defining product requirements, the entire project could go awry. It is one of the biggest reasons why 60% of project defects are due to requirements and almost half of the project budget is spent reworking requirements defects. There are many success factors that can relate to projects, products, and processes. Some apply to all three...

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