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Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
Neumont Presentation to Roles Class - 050108
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Neumont Presentation to Roles Class - 050108

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This is a presentation I gave to the Roles class at Neumont University on May 1, 2008

This is a presentation I gave to the Roles class at Neumont University on May 1, 2008

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  • Transcript

    • 1. iRise Presentation for Neumont University May 1, 2008
    • 2. A rigorous 237½ step process for the systemic discovery and definition of non-functional requirements for safety-intensive systems based on statistical methods and empirical observation Neumont University
    • 3. A rigorous 237½ step process for the systemic discovery and definition of non-functional requirements for safety-intensive systems based on statistical methods and empirical observation Neumont University
    • 4. Why being a BA is Fun *and* Important… Business Analysis for Fun and Profit Neumont University
    • 5. Developers are being off-shored, be a BA… Business Analysis for Fun and Profit Neumont University
    • 6. Business Analysis, Requirements and Simulation Business Analysis for Fun and Profit Neumont University
    • 7. The skills you need to displace stodgy old BAs already in the workforce… Business Analysis for Fun and Profit Neumont University
    • 8. Be a BA Business Analysis for Fun and Profit Neumont University
    • 9. Tom Humbarger Senior Strategic Projects Manager [ thumbarger @irise.com ]
    • 10. Introduction <ul><li>Why do we need Business Analysts? </li></ul><ul><li>What do they do? </li></ul><ul><li>Frameworks, processes and taxonomies </li></ul><ul><li>Simulation </li></ul>
    • 11. Objectives <ul><li>Provide you a glimpse into the world of a BA </li></ul><ul><li>Introduce ideas that might lead you down some relevant personal research paths </li></ul><ul><li>Introduce the concept of simulation as an enabler for application definition </li></ul><ul><li>Whet your appetite… </li></ul>
    • 12. <ul><li>How well you communicate is determined not by how well you say things but by how well you are understood. </li></ul><ul><li>Andrew S. Grove </li></ul><ul><li>Chairman, Intel (’97 – ‘05) </li></ul>
    • 13. Different interpretations Marketing Sales IT Finance Manufacturing Engineering
    • 14. What the customer needs
    • 15. Defects cause challenges Requirements 56% Code 7% Other 10% Design 27% - This data from James Martin Over 50% of software defects are attributed to requirement errors
    • 16. Defects cause rework Code 1% Other 4% Design 13% Requirements 82% - This data from Dean Leffingwell Over 80% of rework effort is spent on requirements related defects
    • 17. Requirements Management Impact - This data from I. Hooks 0 5 10 15 20 25 200 180 160 140 120 100 80 60 40 20 0 Percentage of Cost Overrun Requirements Process Costs as Percentage of Total Project Cost 0- 5% on Requirements Process Results in 80-200% Overrun 8-14% on Requirements Process Results in 0- 60% Overrun Value of Investment in Requirements Process Development Project
    • 18. What did Archimedes say? - This data from Boehm: Software Engineering Economics Requirements Analysis & Design Coding Development Testing Acceptance Testing Product Quality Production
    • 19. The Quality Lever - This data from Boehm: Software Engineering Economics Requirements Analysis & Design Coding Development Testing Acceptance Testing Product Quality Production 40-100x 30-70x 15-40x 10x 3-6x 1x
    • 20. <ul><li>Who is responsible for those requirements? </li></ul>
    • 21. The Business Analysts
    • 22. The User Experience Professionals
    • 23. The Product Managers
    • 24. The “Business Designers?”
    • 25. What is a Business Analyst or BA? <ul><li>It’s hard to say… </li></ul><ul><li>BA = Business Analysis </li></ul><ul><li>UX = Usability Experience </li></ul><ul><li>IA = Information Architecture </li></ul><ul><li>ID = Interaction Design </li></ul><ul><li>SA = Systems Analysis </li></ul><ul><li>WA = Workflow Architecture </li></ul><ul><li>PM = Product Management or Project Manager </li></ul><ul><li>DA = Data Analysis </li></ul><ul><li>PA = Process Analysis </li></ul><ul><li>QA = Quality Analysis </li></ul>Note – These are disciplines, not roles
    • 26. What does a business analyst do? <ul><li>Analyze & solve problems </li></ul><ul><li>Understand the business </li></ul><ul><li>Communicate effectively (write & speak) </li></ul><ul><li>Manage client relationships </li></ul><ul><li>Facilitate discussions </li></ul><ul><li>Negotiate & build consensus </li></ul><ul><li>Model data & processes </li></ul><ul><li>Plan & manage activities </li></ul><ul><li>Facilitate & develop business strategy </li></ul><ul><li>Understand & manage organizational change </li></ul>
    • 27. What Roles Does A BA Play? <ul><li>Analyst / Problem Solver </li></ul><ul><li>Facilitator </li></ul><ul><li>Negotiator </li></ul><ul><li>Artist / Architect </li></ul><ul><li>Planner </li></ul><ul><li>Communicator </li></ul><ul><li>Diplomat </li></ul><ul><li>Expert / Consultant </li></ul><ul><li>Strategist </li></ul><ul><li>Revolutionary </li></ul>
    • 28. WYSIWYG
    • 29. WYSIWIS
    • 30. DWIM
    • 31. Business
    • 32. IT
    • 33. Business IT
    • 34. IT
    • 35. Business IT
    • 36. Grokking
    • 37. Can you grok it? <ul><li>grok /, /grohk/ 1. To understand, usually in a global sense. Connotes intimate and exhaustive knowledge. </li></ul>(From the novel &quot;Stranger in a Strange Land&quot;, by Robert A. Heinlein, where it is a Martian word meaning literally &quot;to drink&quot; and metaphorically &quot;to be one with&quot;)
    • 38. Grokking Not a whole lot of grokking going on…
    • 39. What causes this lack of grokking? Ambiguity Uncertainty Rap music Creationism (aka BUFD) Timelines Tooling/Support Culture Creeping elegance Banana problem Misunderstanding Unclear Expectations “ That’s how it’s always been”
    • 40. Requirements
    • 41. <ul><li>What are requirements made of? </li></ul>
    • 42. <ul><li>Words… </li></ul>
    • 43. Words are little bombs… <ul><li>“ Words are little bombs, and they have a lot of energy inside them.&quot; </li></ul><ul><li>&quot;I have this theory about words. There's a thousand ways to say `Pass the salt.’ It could mean, you know, `Can I have some salt?'; or it could mean, `I love you.'; It could mean `I'm very annoyed with you'; really, the list could go on and on.” </li></ul><ul><li>Christopher Walken </li></ul>
    • 44. <ul><li>Where do words or requirements come from? </li></ul>
    • 45. <ul><li>“ Gathering” sounds easy, doesn’t it? </li></ul>
    • 46. Here’s a pretty orange requirement. I’ll take it back to The office. Tim Lister - Keynote Agile Development Conference 2004
    • 47. I think I may have a requirements management problem…
    • 48.  
    • 49. <ul><li>In reality, it means asking, digging, wrenching, pulling, cajoling, extracting, wringing, bargaining, negotiating, begging, pleading… </li></ul>
    • 50. <ul><li>… beseeching, demanding, imploring, entreating, bartering, dealing, probing, querying, mining, sweet-talking, requesting, inquiring… </li></ul>
    • 51. <ul><li>… searching, questioning, coaxing, appealing, enticing, arm-twisting, trading, haggling, petitioning, wheedling… </li></ul>
    • 52. <ul><li>… (whew!)... </li></ul>
    • 53. Or the alternative…budgeting for goons
    • 54. <ul><li>… from people who, in the end, don’t really know what they need… </li></ul>
    • 55. <ul><li>… until they see it. </li></ul>
    • 56. … until they see it… That’s not *exactly* what I had in mind…
    • 57. IKIWISI
    • 58. Or maybe…it’s not until they try it…
    • 59. IKIWITI
    • 60. <ul><li>The sooner the users try it the better… </li></ul>
    • 61. <ul><li>The better the “try,” the more useful the feedback… </li></ul>
    • 62. Requirements Processes
    • 63. Wiegers’ Requirements Taxonomy ( www.processimpact.com )
    • 64. Volere Requirements Process ( www.volere.co.uk )
    • 65. BA BOK Knowledge Areas ( www.theiiba.org ) Requirements Planning & Management Requirements Gathering Requirements Implementation Requirements Analysis & Documentation Requirements Communications Enterprise Analysis Fundamentals
    • 66. iRise G-A-V Framework ( www.irise.com )
    • 67. iRise G-A-V Framework - Gathering
    • 68. Requirements Documentation
    • 69. IEEE Standard-based sample structure <ul><li>1. Introduction </li></ul><ul><li>1.1 Purpose </li></ul><ul><li>1.2 Document Conventions </li></ul><ul><li>1.3 Intended Audience and Reading Suggestions </li></ul><ul><li>1.4 Product Scope </li></ul><ul><li>1.5 References </li></ul><ul><li>2. Overall Description </li></ul><ul><li>2.1 Product Perspective </li></ul><ul><li>2.2 Product Functions </li></ul><ul><li>2.3 User Classes and Characteristics </li></ul><ul><li>2.4 Operating Environment </li></ul><ul><li>2.5 Design & Implementation Constraints </li></ul><ul><li>2.6 User Documentation </li></ul><ul><li>2.7 Assumptions and Dependencies </li></ul><ul><li>3. External Interface Requirements </li></ul><ul><li>3.1 User Interfaces </li></ul><ul><li>3.2 Hardware Interfaces </li></ul><ul><li>3.3 Software Interfaces </li></ul><ul><li>3.4 Communications Interfaces </li></ul>4. System Features 4.1 System Feature 1 4.1.1 Description and Priority 4.1.2 Stimulus/Response Sequences 4.1.3 Functional Requirements 4.x System Feature x 5. Other Nonfunctional Requirements 5.1 Performance Requirements 5.2 Safety Requirements 5.3 Security Requirements 5.4 Software Quality Attributes 6. Other Requirements Appendix A: Glossary Appendix B: Analysis Models Appendix C: To Be Determined List Copyright  Process Impact. Karl Wiegers. 2001. All rights reserved. In Search of Excellent Requirements0 02/2001 1- Software Requirements Specification
    • 70. Volere-based sample structure <ul><li>PROJECT DRIVERS </li></ul><ul><li>1. The Purpose of the Project </li></ul><ul><li>2. Client, Customer and other Stakeholders </li></ul><ul><li>3. Users of the Product </li></ul><ul><li>PROJECT CONSTRAINTS </li></ul><ul><li>4. Mandated Constraints </li></ul><ul><li>5. Naming Conventions and Definitions </li></ul><ul><li>6. Relevant Facts and Assumptions </li></ul><ul><li>FUNCTIONAL REQUIREMENTS </li></ul><ul><li>7. The Scope of the Work </li></ul><ul><li>8. The Scope of the Product </li></ul><ul><li>9. Functional and Data Requirements </li></ul><ul><li>NON-FUNCTIONAL REQUIREMENTS </li></ul><ul><li>10. Look and Feel Requirements </li></ul><ul><li>11. Usability and Humanity Requirements </li></ul><ul><li>12. Performance Requirements </li></ul><ul><li>13. Operational Requirements </li></ul><ul><li>14. Maintainability and Support Requirements </li></ul><ul><li>15. Security Requirements </li></ul><ul><li>16. Cultural and Political Requirements </li></ul><ul><li>17. Legal Requirements </li></ul><ul><li>PROJECT ISSUES </li></ul><ul><li>18. Open Issues </li></ul><ul><li>19. Off-the-Shelf Solutions </li></ul><ul><li>20. New Problems </li></ul><ul><li>21. Tasks </li></ul><ul><li>22. Cutover </li></ul><ul><li>23. Risks </li></ul><ul><li>24. Costs </li></ul><ul><li>25. User Documentation and Training </li></ul><ul><li>26. Waiting Room </li></ul><ul><li>27. Ideas for Solutions </li></ul>- Suzanne and James Robertson
    • 71. Process Impact - sample structure <ul><li>Table of Contents </li></ul><ul><li>Revision History </li></ul><ul><li>1. Introduction </li></ul><ul><li>1.1 Purpose </li></ul><ul><li>1.2 Project Scope and Product Features </li></ul><ul><li>1.3 References </li></ul><ul><li>2. Overall Description </li></ul><ul><li>2.1 Product Perspective </li></ul><ul><li>2.2 User Classes and Characteristics </li></ul><ul><li>2.3 Operating Environment </li></ul><ul><li>2.4 Design and Implementation Constraints </li></ul><ul><li>2.5 User Documentation </li></ul><ul><li>2.6 Assumptions and Dependencies </li></ul><ul><li>3. System Features </li></ul><ul><li>3.1 Order Meals </li></ul><ul><li>3.2 Create, View, Modify, and Delete Meal Subscriptions </li></ul><ul><li>3.3 Register for Meal Payment Options </li></ul><ul><li>3.4 Request Meal Delivery </li></ul><ul><li>3.5 Create, View, Modify, and Delete Cafeteria Menus </li></ul><ul><li>4. External Interface Requirements </li></ul><ul><li>4.1 User Interfaces </li></ul><ul><li>4.2 Hardware Interfaces </li></ul><ul><li>4.3 Software Interfaces </li></ul><ul><li>4.4 Communications Interfaces </li></ul><ul><li>5. Other Nonfunctional Requirements </li></ul><ul><li>5.1 Performance Requirements </li></ul><ul><li>5.2 Safety Requirements </li></ul><ul><li>5.3 Security Requirements </li></ul><ul><li>5.4 Software Quality Attributes </li></ul><ul><li>Appendix A: Data Dictionary and Data Model </li></ul><ul><li>Appendix B: Analysis Models </li></ul>- Karl Wiegers
    • 72.  
    • 73. Words… <ul><li>Are a cumbersome way to communicate </li></ul><ul><li>Lack precision </li></ul><ul><li>Require mental translation </li></ul>
    • 74. Density doesn’t equal fidelity.
    • 75. Comprehension can’t be calculated in words per square inch.
    • 76. Understanding isn’t measured in lbs. per feature.
    • 77. <ul><li>Because it’s hard to “try” a document… </li></ul>
    • 78. Have we automated the right things? <ul><li>Specification generation </li></ul><ul><li>Analytics and drill-down reporting </li></ul><ul><li>Traceability and impact analysis </li></ul><ul><li>Requirement meta-data and auditing </li></ul><ul><li>Use Cases, UML… </li></ul><ul><li>State Transition Diagrams </li></ul><ul><li>Specification languages (LOTOS, Z, Planguage…) </li></ul><ul><li>Etc… </li></ul>
    • 79. Are we thinking outside the box?
    • 80. Visualize
    • 81. Sharing a mental model isn’t easy… unless you make it easy for people to see the what they mean.
    • 82. What industries use visualization?
    • 83. Architects visualize success
    • 84. Boeing visualizes success
    • 85. GM visualizes success
    • 86. What is visualization?
    • 87. Visualizations are just models of reality
    • 88. <ul><li>What if… </li></ul>
    • 89. <ul><li>… non-developers could create interactive simulations of the software product before coding? Every time. </li></ul>
    • 90. <ul><li>And they could create prototypes with both the speed and agility (roughly) of paper prototyping… </li></ul>
    • 91. <ul><li>… and imbue them with the richness possible in a coded prototype? </li></ul>
    • 92. So, why not visualize software?
    • 93. Viola - CAD for software!
    • 94. <ul><li>How could we use visualization to facilitate the evaluation and feedback loops necessary for a good design process? </li></ul>
    • 95. <ul><li>Could we use visualization to generate excitement with both the users and the executive sponsors of a project? </li></ul>
    • 96. <ul><li>Could we use visualization to ensure we’re building the right software? </li></ul>
    • 97. Are we outside the box yet?
    • 98. <ul><li>“ Visualization is now a proven strategy across many industries that enables business and IT stakeholders to more effectively communicate their needs and give everyone involved the ability to &quot;test drive&quot; and fully experience applications prior to development. “ </li></ul>iRise definition of visualization
    • 99. iRise Vision “ By 2020 all business software will be visualized prior to development, the same way that visualization is a common practice in the design of every car, airplane and semiconductor today “
    • 100. Kinesthetic
    • 101. Variable Fidelity
    • 102. Immersive
    • 103. Compelling
    • 104. Very low fidelity…
    • 105. Low fidelity
    • 106. Medium fidelity Drug Dose Drug ABC Drug DEF 100 mg 200 mg Route Freq Indication Last Dose Comment Current Medication List ------ ------ ------ ------ ------ ------ ------ ------ ------ ------ Add Delete Modify Save No Change Cancel Consistent function with other EMR design, e.g. allergy documentation User will be able to make all changes then Save Last Updated: Date/time Updated By: Name/Title Show Brand (Generic) name When possible.
    • 107. High fidelity
    • 108. Or the alternative…
    • 109. Ultra-high fidelity
    • 110.  
    • 111. &quot;Few things are harder to put up with than the annoyance of a good example.” - Mark Twain
    • 112. Finally…another mission statement
    • 113. <ul><li>Gather </li></ul><ul><li>Ask “Why” 5 times to get out of the weeds </li></ul><ul><li>Use a variety of approaches to engage different kinds of stakeholders </li></ul><ul><li>Begin with open-ended questions - use close-ended questions to drill down to specifics </li></ul><ul><li>Use whatever methods are at your disposal to help stakeholders visualize the solution </li></ul><ul><li>Analyze </li></ul><ul><li>Checklists for requirements quality </li></ul><ul><li>Capture Priority and some measure of cost/complexity to rank requirements </li></ul><ul><li>Rank requirements! </li></ul><ul><li>Use pivot tables to rank / group / drill down on requirements </li></ul><ul><li>Validate </li></ul><ul><li>Checklists for ambiguity reviews </li></ul><ul><li>When someone gives you a requirement - ask how they’d test it, right up front </li></ul><ul><li>Help stakeholders visualize the solution to make sure you’re on the right track </li></ul><ul><li>Manage / Process </li></ul><ul><li>Implement RM in a staged approach - 80/20 rule first </li></ul><ul><li>Fine tune templates based on freely available templates (Use Google!) </li></ul><ul><li>Provide visibility to get the most possible eyes on requirements </li></ul>Some pretty good BA practices
    • 114. Careerbuilder.com job openings stats <ul><li>“ business analyst” – 3,962 job openings </li></ul><ul><ul><li>CA – 400 </li></ul></ul><ul><ul><li>TX – 338 </li></ul></ul><ul><ul><li>NY – 280 </li></ul></ul><ul><ul><li>IL – 230 </li></ul></ul><ul><ul><li>UT – 20 </li></ul></ul><ul><li>“ software engineer” – 5,134 job openings </li></ul><ul><ul><li>CA – 740 </li></ul></ul><ul><ul><li>IL – 311 </li></ul></ul><ul><ul><li>TX – 298 </li></ul></ul><ul><ul><li>NY – 286 </li></ul></ul><ul><ul><li>UT - 36 </li></ul></ul><ul><ul><li>As of 4/30/08 </li></ul></ul>
    • 115. Business Analyst from Salary.com Business Systems Analyst I Reviews, analyzes, and evaluates business systems and user needs. Formulates systems to parallel overall business strategies. May require an associate's degree in a related area and 0-2 years of experience in the field or in a related area. Has knowledge of commonly-used concepts, practices, and procedures within a particular field. Relies on instructions and pre-established guidelines to perform the functions of the job. Works under immediate supervision. Primary job functions do not typically require exercising independent judgment. Typically reports to a manager.
    • 116. SW Engineer from Salary.com Entry Level Software Engineer Designs, modifies, develops, writes and implements software programming applications. Supports and/or installs software applications/operating systems. Participates in the testing process through test review and analysis, test witnessing and certification of software. Requires a bachelor's degree in a related area and 0-2 years of experience in the field or in a related area. Has knowledge of commonly-used concepts, practices, and procedures within a particular field. Relies on instructions and pre-established guidelines to perform the functions of the job. Works under immediate supervision. Primary job functions do not typically require exercising independent judgment. Typically reports to a manager.
    • 117. Business Analyst Resources <ul><li>International Association of Business Analysts (IIBA) </li></ul><ul><ul><li>www.theiiba.org </li></ul></ul><ul><li>Usability Professionals Association (UPA) </li></ul><ul><ul><li>www.upassoc.org </li></ul></ul><ul><li>Project Reference </li></ul><ul><ul><li>http://www.projectreference.com/ </li></ul></ul><ul><li>Volere Requirements Resources </li></ul><ul><ul><li>http://www.volere.co.uk/ </li></ul></ul>
    • 118. www.mycatalyze.org
    • 119. http://www.facebook.com/group.php?gid=18509427840
    • 120. Other Links <ul><li>Catalyze – www.catalyze.org </li></ul><ul><li>IIBA – www.theiiba.org </li></ul><ul><li>UPA – www.upassoc.org </li></ul>
    • 121. Other iRise Links <ul><li>iRise Website – www.irise.com </li></ul><ul><li>iRise Blog – www.irise.com /blog </li></ul><ul><li>Product Tour - www.irise.com/products/2007_tours/index.php </li></ul><ul><li>iRise Video Contest – www.irisevideo.com </li></ul>
    • 122. In closing…always remember… <ul><li>Quidquid latine dictum sit, altum sonatur. </li></ul>
    • 123. In closing…always remember… Quidquid latine dictum sit, altum sonatur. - Whatever is said in Latin sounds profound.
    • 124. Business IT
    • 125. Business IT
    • 126. Questions? Tom Humbarger [email_address] [email_address]
    • 127. Thank you!

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