1) The document summarizes a presentation by Luiz Claudio Parzianello on how Agile and Business Analysis can successfully combine.
2) It outlines the 12 principles behind the Agile Manifesto, including prioritizing customer satisfaction, welcoming changing requirements, and frequent delivery of working software.
3) It defines business analysis as understanding how organizations function and determining courses of action to achieve goals and objectives. Business analysts help ensure stakeholders remain in agreement on solution scope.
4) The document discusses how business analysis fits within a Scrum framework, with the Product Owner responsible for maximizing value and a cross-functional team without specialized roles like a dedicated business analyst.
TZ is an consulting firm in product development, focused on the fields of motorized transport, motorcycle and electric vehicle development. We are a small team of experienced engineers with extensive international experience in product engineering and project management. Our professional record includes leading engineering and development consulting roles at some of the largest European automotive OEMs companies
Follow us at @TraZeless // Visit us at www.TraZeless.com
The document discusses extending existing IBM Rational solutions with Rational Rhapsody. It describes how Rhapsody can enhance requirements definition and management, analysis and design, quality management, and configuration management. Rhapsody brings the benefits of model-driven development by enabling requirements to be modeled visually, designs to be tested at an early stage, and traceability between requirements, design and code.
Implementing Business Excellence and Innovation Methods provides a solid understanding of how to implement business excellence and innovation techniques in any organization. Lean Six Sigma Green Belt certification is also offered through this series.
Motorized Urban Mobility focuses on developing sustainable and intelligent light transport solutions to improve quality of life in urban areas. They have experience managing projects for OEMs and developing new electric vehicles and mobility services. Their goal is to reduce emissions and create more efficient personal transportation alternatives. They are a small team of experienced engineers who take on all aspects of product development from concept to production launch.
Universal Design Business Symposium 2010 in Tokyo, Japan
Ravi Chhatpar, Strategy Director, frog Shanghai
I was recently a guest speaker at Nikkei's Universal Design Business Symposium, sponsored by Toyota, in Tokyo, Japan on June 18, 2010.
The theme of this forum was universal design, that is, "design that brings happiness to every corner of the earth," a more endearing description than the too often used "design for the 90%."
I drew on frog's experience with for-profit clients who often want tangible, measurable ROI from any innovation or design effort to suggest how social innovation efforts can have meaning and impact. Too often, we see examples of ideas that are feel like clever solutions to pressing social problems, but that fail in the field or that neglect to consider how to scale (e.g., the Hippo Roller). Alternatively, there are many examples of ideas that scale successfully but that are questionably clever to a designer's eyes (e.g., village rainwater collection systems).
I described frog's work on Project M (http://www.frogdesign.com/services/project-masiluleke.html), tackling South Africa's HIV problem, to define meaning and impact in social innovation. Beyond the home testing kit at the core of the solution, a mobile service platform was critical to sparking initial adoption and ensuring usage of the solution over time. Designing for awareness and advocacy in addition to usage is essential to creating meaning. Meanwhile, wearing a corporate strategy hat ensures questions of impact are adequately considered, as manufacturing, deployment, partnership strategy, quantitative validation, and long-term roadmaps are designed and executed.
А.Маглияс (Lappeenranta Univ) "ISPMA: международный стандарт для обучения и с...PCampRussia
- The International Software Product Management Association (ISPMA) aims to establish software product management as a recognized discipline through the development and dissemination of a standardized body of knowledge (SPMBoK).
- ISPMA offers certification programs at multiple levels based on their SPMBoK curriculum. Their certification approach involves partitioning the SPMBoK into learning units, developing training programs, and conducting standardized examinations.
- ISPMA works with both academic and industry partners. Their certification programs and standards are meant to provide more value than proprietary training by clearly separating training providers from the certification process. The first version of their SPMBoK reference architecture and Foundation Level syllabus have been released.
TZ is an consulting firm in product development, focused on the fields of motorized transport, motorcycle and electric vehicle development. We are a small team of experienced engineers with extensive international experience in product engineering and project management. Our professional record includes leading engineering and development consulting roles at some of the largest European automotive OEMs companies
Follow us at @TraZeless // Visit us at www.TraZeless.com
The document discusses extending existing IBM Rational solutions with Rational Rhapsody. It describes how Rhapsody can enhance requirements definition and management, analysis and design, quality management, and configuration management. Rhapsody brings the benefits of model-driven development by enabling requirements to be modeled visually, designs to be tested at an early stage, and traceability between requirements, design and code.
Implementing Business Excellence and Innovation Methods provides a solid understanding of how to implement business excellence and innovation techniques in any organization. Lean Six Sigma Green Belt certification is also offered through this series.
Motorized Urban Mobility focuses on developing sustainable and intelligent light transport solutions to improve quality of life in urban areas. They have experience managing projects for OEMs and developing new electric vehicles and mobility services. Their goal is to reduce emissions and create more efficient personal transportation alternatives. They are a small team of experienced engineers who take on all aspects of product development from concept to production launch.
Universal Design Business Symposium 2010 in Tokyo, Japan
Ravi Chhatpar, Strategy Director, frog Shanghai
I was recently a guest speaker at Nikkei's Universal Design Business Symposium, sponsored by Toyota, in Tokyo, Japan on June 18, 2010.
The theme of this forum was universal design, that is, "design that brings happiness to every corner of the earth," a more endearing description than the too often used "design for the 90%."
I drew on frog's experience with for-profit clients who often want tangible, measurable ROI from any innovation or design effort to suggest how social innovation efforts can have meaning and impact. Too often, we see examples of ideas that are feel like clever solutions to pressing social problems, but that fail in the field or that neglect to consider how to scale (e.g., the Hippo Roller). Alternatively, there are many examples of ideas that scale successfully but that are questionably clever to a designer's eyes (e.g., village rainwater collection systems).
I described frog's work on Project M (http://www.frogdesign.com/services/project-masiluleke.html), tackling South Africa's HIV problem, to define meaning and impact in social innovation. Beyond the home testing kit at the core of the solution, a mobile service platform was critical to sparking initial adoption and ensuring usage of the solution over time. Designing for awareness and advocacy in addition to usage is essential to creating meaning. Meanwhile, wearing a corporate strategy hat ensures questions of impact are adequately considered, as manufacturing, deployment, partnership strategy, quantitative validation, and long-term roadmaps are designed and executed.
А.Маглияс (Lappeenranta Univ) "ISPMA: международный стандарт для обучения и с...PCampRussia
- The International Software Product Management Association (ISPMA) aims to establish software product management as a recognized discipline through the development and dissemination of a standardized body of knowledge (SPMBoK).
- ISPMA offers certification programs at multiple levels based on their SPMBoK curriculum. Their certification approach involves partitioning the SPMBoK into learning units, developing training programs, and conducting standardized examinations.
- ISPMA works with both academic and industry partners. Their certification programs and standards are meant to provide more value than proprietary training by clearly separating training providers from the certification process. The first version of their SPMBoK reference architecture and Foundation Level syllabus have been released.
Presentation at Knowit Lean Experience 2012
Experience and practical examples from the Lean transformation of the product development at Volvo Penta, in particular the program set up to drive cultural change in operation.
Is plm more important than erp (question mark)dynamicscom
The document discusses product lifecycle management (PLM) and compares it to enterprise resource planning (ERP), noting that PLM focuses on the early phases of a product's lifecycle from conception through release to manufacturing, and optimizing product development processes is critical. It provides examples of typical processes supported by PLM and a practical example of how different roles interact using PLM tools throughout the product development process.
This document discusses the need for Indian companies to make focused learning investments to build sustainable competitive advantages against global competitors. It outlines several challenges, including complex automotive supply chains, the need for multiple functional competencies, and global OEMs having more developed capabilities. Higher education in India is noted as needing to better serve industry needs. The document proposes establishing organization-wide competency models and mapping competencies to roles. It advocates for a learning management system and curriculum to develop these competencies over time through training courses. The goal is to move employees from "present ready" to "future ready" through continuous learning and development.
This document provides an overview of the Preliminary Phase of the Architecture Development Method (ADM). The key objectives of this phase are to scope the enterprise architecture effort, identify stakeholders and requirements, establish governance frameworks, and select the architecture framework that will be used. The main outputs are an organizational model, tailored architecture framework, and initial architecture repository.
The document outlines the Business Analysis Body of Knowledge (BABOK), which provides best practices for business analysis. It details 36 techniques used in business analysis across 6 knowledge areas: business analysis planning & monitoring, elicitation & facilitation, requirements management & communication, enterprise analysis, requirements analysis, and solution assessment & validation. It also lists 6 underlying competencies needed for business analysis.
Product development maturity assessmentDemand Metric
The document provides a self-assessment of an organization's product development maturity. It recommends improving capabilities in four key areas: 1) defining a product strategy aligned with business goals; 2) establishing clear development phases and checkpoints; 3) balancing the project portfolio and cutting low-value projects; and 4) strengthening skills through training and cross-functional teams. Completing the assessment identifies strengths to build on and actions to enhance the product development process.
The document discusses new product development strategies and processes. It begins by outlining reasons for new product failures, such as overestimating market size. It then describes various NPD strategies including developing original products, acquisitions, and product improvements. The core of the document focuses on the multi-stage NPD process, from opportunity identification and concept development to testing, marketing planning, and commercialization. Cross-functional teams and market research methods like focus groups are also emphasized.
The value reference model document provides a high-level overview of the components and services that contribute value within an organization. It outlines the key auxiliary services including IT services, financial and accounting services, quality assurance services, and organizational intelligence services. The document also maps the relationships between business services, human resource services, product development services, supply chain services, customer relations services, and the auxiliary services that support them. Finally, it breaks down several of the auxiliary services such as IT services into further sub-components and services.
How to be a successful agile product managerAnupam Kundu
This document discusses the role and responsibilities of a product manager in an agile environment. It outlines that a product manager must constantly gather feedback from customers, prioritize requirements, and work closely with development teams to deliver value through iterative releases. The document also highlights common challenges product managers face, such as unclear influence, unempowered teams, lack of business model validation, and organizational culture clashes. Overall, the document provides an overview of an agile product manager's duties and some issues they may encounter.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
Agile Is Killing Me! Product Camp Austin 2010Paul Brownell
Agile is killing me! - Managing your time when development goes Agile
When software engineering transforms to an Agile methodology, big changes are in store for Product Managers. The planning process becomes a regular occurrence instead of a once-a-year event. The requirements process morphs from lots of documentation up front to continuous conversations and progressive elaboration. All of these changes can wreak havoc on a Product Manager's schedule and can blur the lines of responsibility beyond recognition. The workload can increase more than 60%, especially if you have both Product Manager and Product Owner responsibilities.
In this session we will share successful techniques to adapt to Agile including: dealing with role conflict, adapting to global engineering teams, and organizational models. This will be presented in a Town Hall format, where the audience will also be invited to offer their best practices for each of the challenges discussed.
Paul Brownell leads the Software Process practice for Growth Acceleration Partners, a management consulting and outsourcing firm headquartered in Austin. Paul is an experienced software executive and practitioner of Agile methods since 2001. As Product Line Director at BMC Software, Paul successfully led SCRUM teams distributed across India, Israel, and the United States.
07 Ace 2010 Aras Innovator For Quality SystemsProdeos
This document discusses how Aras Innovator can be used to facilitate an organization's ISO quality system. It provides examples of how key ISO elements like audits, corrective actions, preventative actions, and management reviews can be modeled using different Aras Innovator item types and classifications. The document argues that properly implementing Aras Innovator allows an organization to manage the linkages and interfaces between different business processes required by ISO. It also outlines some common obstacles to aligning systems like PLM and ERP with quality requirements, but argues the benefits of doing so outweigh these challenges.
The document summarizes a presentation given at a Business Analyst Conference on requirement traceability matrices. It defines what a traceability matrix is, describes the components of requirements that need to be traced, and provides an example matrix. It explains why traceability is important for requirements management, change impact analysis, and ensuring quality. While traceability was once seen as a paperwork exercise, it now enables better project control and process improvement when used with requirements management tools.
Ramesh Kuruba has over 10 years of experience in IT testing with a focus on manual and automated testing of distributed systems, Oracle databases, web applications, and desktop applications. He has extensive experience in investment banking, trade lifecycle, order management, and back office settlement applications. Currently he works as a Senior Quality Assurance Engineer at Fidelity Business Services India testing a variety of projects using methodologies like Agile and Waterfall. He has expertise in test planning, design, execution, and automation using tools like Selenium, UFT, and DBFit.
Infosys - Global Product Development White Paper | Stewardship SolutionsInfosys
Infosys' global product stewardship solution leverages the outsourcing partner's expertise in the entire product lifecycle to meet speed-to-market imperatives
integrating agile in a waterfall world, a presentation from the PMI Global Congress, North America, 2011
To hear the audio go to whitewaterprojects.com
Análise de Negócios e Agilidade, uma Combinação de Sucesso!Luiz C. Parzianello
1) O documento discute como a análise de negócios e a agilidade podem ser uma combinação de sucesso.
2) Ele explica que analistas de negócios não devem ser "tiradores de pedidos" e sim agentes de transformação de clientes e times de desenvolvimento.
3) A análise de negócios não deve ser exclusividade de analistas e sim uma área de conhecimento útil para outros profissionais.
Workshop presented at Agiles 2012 - Córdoba, Argentina (The Latin American Conference on Agile Methodologies) - Abstract: As an Agile practitioner; you probably communicate with many different people every day. Are all your conversations effective? Or do you sometimes find yourself or the other person explaining and re-explaining; arguing a position; fighting over “semantics”; or cornered? These conversations go awry in consistent ways; which arise from people’s innate methods of processing and cataloguing information. Come to this workshop to learn these “conversation smells” and systematic ways — a simple set of patterns and questions — to tackle them and get your conversations unstuck.
O Corpo do Conhecimento da Análise de Negócios Segundo o BABOK 2.0Luiz C. Parzianello
Palestra realizada em 13/09/2012 no IX Seminário de Gerenciamento de Projetos do PMI-RS (Porto Alegre, RS) como introdução para o painel "PMBOK, BABOK e CBOK: o que é e o que não é".
Talk presented at "Pensando Lean" in 2010, Sep 3 (São Paulo, Brazil). Based on Lean principles and two Business Analysis Knowledge Areas (BA Planning and Enterprise Analysis), this presentation explores how DISCOVERY and DELIVERY are both focus of Business Analysis in agile projects.
Presentation at Knowit Lean Experience 2012
Experience and practical examples from the Lean transformation of the product development at Volvo Penta, in particular the program set up to drive cultural change in operation.
Is plm more important than erp (question mark)dynamicscom
The document discusses product lifecycle management (PLM) and compares it to enterprise resource planning (ERP), noting that PLM focuses on the early phases of a product's lifecycle from conception through release to manufacturing, and optimizing product development processes is critical. It provides examples of typical processes supported by PLM and a practical example of how different roles interact using PLM tools throughout the product development process.
This document discusses the need for Indian companies to make focused learning investments to build sustainable competitive advantages against global competitors. It outlines several challenges, including complex automotive supply chains, the need for multiple functional competencies, and global OEMs having more developed capabilities. Higher education in India is noted as needing to better serve industry needs. The document proposes establishing organization-wide competency models and mapping competencies to roles. It advocates for a learning management system and curriculum to develop these competencies over time through training courses. The goal is to move employees from "present ready" to "future ready" through continuous learning and development.
This document provides an overview of the Preliminary Phase of the Architecture Development Method (ADM). The key objectives of this phase are to scope the enterprise architecture effort, identify stakeholders and requirements, establish governance frameworks, and select the architecture framework that will be used. The main outputs are an organizational model, tailored architecture framework, and initial architecture repository.
The document outlines the Business Analysis Body of Knowledge (BABOK), which provides best practices for business analysis. It details 36 techniques used in business analysis across 6 knowledge areas: business analysis planning & monitoring, elicitation & facilitation, requirements management & communication, enterprise analysis, requirements analysis, and solution assessment & validation. It also lists 6 underlying competencies needed for business analysis.
Product development maturity assessmentDemand Metric
The document provides a self-assessment of an organization's product development maturity. It recommends improving capabilities in four key areas: 1) defining a product strategy aligned with business goals; 2) establishing clear development phases and checkpoints; 3) balancing the project portfolio and cutting low-value projects; and 4) strengthening skills through training and cross-functional teams. Completing the assessment identifies strengths to build on and actions to enhance the product development process.
The document discusses new product development strategies and processes. It begins by outlining reasons for new product failures, such as overestimating market size. It then describes various NPD strategies including developing original products, acquisitions, and product improvements. The core of the document focuses on the multi-stage NPD process, from opportunity identification and concept development to testing, marketing planning, and commercialization. Cross-functional teams and market research methods like focus groups are also emphasized.
The value reference model document provides a high-level overview of the components and services that contribute value within an organization. It outlines the key auxiliary services including IT services, financial and accounting services, quality assurance services, and organizational intelligence services. The document also maps the relationships between business services, human resource services, product development services, supply chain services, customer relations services, and the auxiliary services that support them. Finally, it breaks down several of the auxiliary services such as IT services into further sub-components and services.
How to be a successful agile product managerAnupam Kundu
This document discusses the role and responsibilities of a product manager in an agile environment. It outlines that a product manager must constantly gather feedback from customers, prioritize requirements, and work closely with development teams to deliver value through iterative releases. The document also highlights common challenges product managers face, such as unclear influence, unempowered teams, lack of business model validation, and organizational culture clashes. Overall, the document provides an overview of an agile product manager's duties and some issues they may encounter.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
Agile Is Killing Me! Product Camp Austin 2010Paul Brownell
Agile is killing me! - Managing your time when development goes Agile
When software engineering transforms to an Agile methodology, big changes are in store for Product Managers. The planning process becomes a regular occurrence instead of a once-a-year event. The requirements process morphs from lots of documentation up front to continuous conversations and progressive elaboration. All of these changes can wreak havoc on a Product Manager's schedule and can blur the lines of responsibility beyond recognition. The workload can increase more than 60%, especially if you have both Product Manager and Product Owner responsibilities.
In this session we will share successful techniques to adapt to Agile including: dealing with role conflict, adapting to global engineering teams, and organizational models. This will be presented in a Town Hall format, where the audience will also be invited to offer their best practices for each of the challenges discussed.
Paul Brownell leads the Software Process practice for Growth Acceleration Partners, a management consulting and outsourcing firm headquartered in Austin. Paul is an experienced software executive and practitioner of Agile methods since 2001. As Product Line Director at BMC Software, Paul successfully led SCRUM teams distributed across India, Israel, and the United States.
07 Ace 2010 Aras Innovator For Quality SystemsProdeos
This document discusses how Aras Innovator can be used to facilitate an organization's ISO quality system. It provides examples of how key ISO elements like audits, corrective actions, preventative actions, and management reviews can be modeled using different Aras Innovator item types and classifications. The document argues that properly implementing Aras Innovator allows an organization to manage the linkages and interfaces between different business processes required by ISO. It also outlines some common obstacles to aligning systems like PLM and ERP with quality requirements, but argues the benefits of doing so outweigh these challenges.
The document summarizes a presentation given at a Business Analyst Conference on requirement traceability matrices. It defines what a traceability matrix is, describes the components of requirements that need to be traced, and provides an example matrix. It explains why traceability is important for requirements management, change impact analysis, and ensuring quality. While traceability was once seen as a paperwork exercise, it now enables better project control and process improvement when used with requirements management tools.
Ramesh Kuruba has over 10 years of experience in IT testing with a focus on manual and automated testing of distributed systems, Oracle databases, web applications, and desktop applications. He has extensive experience in investment banking, trade lifecycle, order management, and back office settlement applications. Currently he works as a Senior Quality Assurance Engineer at Fidelity Business Services India testing a variety of projects using methodologies like Agile and Waterfall. He has expertise in test planning, design, execution, and automation using tools like Selenium, UFT, and DBFit.
Infosys - Global Product Development White Paper | Stewardship SolutionsInfosys
Infosys' global product stewardship solution leverages the outsourcing partner's expertise in the entire product lifecycle to meet speed-to-market imperatives
integrating agile in a waterfall world, a presentation from the PMI Global Congress, North America, 2011
To hear the audio go to whitewaterprojects.com
Análise de Negócios e Agilidade, uma Combinação de Sucesso!Luiz C. Parzianello
1) O documento discute como a análise de negócios e a agilidade podem ser uma combinação de sucesso.
2) Ele explica que analistas de negócios não devem ser "tiradores de pedidos" e sim agentes de transformação de clientes e times de desenvolvimento.
3) A análise de negócios não deve ser exclusividade de analistas e sim uma área de conhecimento útil para outros profissionais.
Workshop presented at Agiles 2012 - Córdoba, Argentina (The Latin American Conference on Agile Methodologies) - Abstract: As an Agile practitioner; you probably communicate with many different people every day. Are all your conversations effective? Or do you sometimes find yourself or the other person explaining and re-explaining; arguing a position; fighting over “semantics”; or cornered? These conversations go awry in consistent ways; which arise from people’s innate methods of processing and cataloguing information. Come to this workshop to learn these “conversation smells” and systematic ways — a simple set of patterns and questions — to tackle them and get your conversations unstuck.
O Corpo do Conhecimento da Análise de Negócios Segundo o BABOK 2.0Luiz C. Parzianello
Palestra realizada em 13/09/2012 no IX Seminário de Gerenciamento de Projetos do PMI-RS (Porto Alegre, RS) como introdução para o painel "PMBOK, BABOK e CBOK: o que é e o que não é".
Talk presented at "Pensando Lean" in 2010, Sep 3 (São Paulo, Brazil). Based on Lean principles and two Business Analysis Knowledge Areas (BA Planning and Enterprise Analysis), this presentation explores how DISCOVERY and DELIVERY are both focus of Business Analysis in agile projects.
A Análise de Negócios na Melhoria Contínua e Gestão das Mudanças OrganizacionaisLuiz C. Parzianello
O documento discute as áreas de conhecimento da Análise de Negócios, incluindo elicitação de requisitos, análise corporativa, avaliação e validação de soluções, e gerenciamento e comunicação de requisitos. Ele também descreve como a Análise de Negócios apoia a melhoria contínua e gestão de mudanças organizacionais.
A Última Convergência: Negócio, Produto, Processo e ProjetoLuiz C. Parzianello
Mudanças na perspectiva de negócio são conquistadas mediante o desenvolvimento de novas capacidades relacionadas a eficiência, eficácia, conformidade e/ou oportunidades nas perspectivas de produto e/ou processo (entenda pessoas, ferramentas, materiais/informações e métodos). Ambientes complexos, como novos mercados e empresas de grande porte, não podem ser abordados de forma preditiva diante das inúmeras relações que apresentam as variáveis que regem seus funcionamentos. Infelizmente, ainda vemos diversos projetos de transformação de negócios, desenvolvimento ou aprimoramento de produtos, melhoria de equipes, áreas ou processos, abordando essas diferentes perspectivas de forma isolada, aumentando os riscos e gerando desperdícios para as partes interessadas. O que iremos mostrar nesta palestra é que está na hora de sabermos abordar a solução de nossos problemas de forma integrada, não somente em termos de partes interessadas, mas sim em termos de diferentes perspectivas de gestão de negócio, produto, processo e projeto.
Implantando a Cultura Ágil em Larga Escala, o Case do Grupo RBSLuiz C. Parzianello
O documento descreve a implantação da cultura ágil em larga escala no Grupo RBS, uma das maiores empresas de comunicação do Brasil, com casos de sucesso em projetos digitais e de operações de TV. A transformação ocorreu gradualmente com foco em análise de negócios, envolvimento da alta gestão, resultados de curto prazo e ferramentas ágeis como Scrum e Kanban.
With an increasing number of organizations adopting Agile practices and the majority of them following SCRUM, Agile has gained mainstream recognition in the past couple of years. Today organizations are seeing the value in Agile ceremonies and have brought in the roles and practices that are instrumental in the success of SCRUM.
The Agile workshop has several benefits such as helping you understand the SCRUM process, providing the ability to prune product backlog, conduct release planning ceremony and much more.
The document discusses business analysis and related topics:
- It defines business analysis as the set of tasks used to work with stakeholders to understand an organization's structure, policies, and operations in order to recommend solutions that help the organization achieve its goals.
- Key aspects of business analysis include standardization through frameworks like BABOK, as well as adaptability to different organizational contexts and changes.
- Business analysis plays a role throughout a project life cycle from planning and requirements gathering to solution design, development, and post-project operations and maintenance.
This Certification Program is developed in line with the quest to achieve standardized competency levels of the business analyst profession. The business analyst is also sometimes called a business process analyst, requirements engineer and business/IT systems analyst.
This Certification Program is designed for individuals having responsibilities in the following areas: Identification of Problem Areas/Business Opportunity, Enterprise Analysis, Requirements Planning & Management, Requirements Elicitation, Requirements Analysis & Documentation, Requirements Communication and Assessment & Validation of Solution Options.
The knowledge areas contained in the curriculum is a combination of the knowledge areas in the Business Analysis Body of Knowledge (BABOK) of the International Institute of Business Analysis (IIBA) and knowledge areas in the Certified Quality Process Analyst (CQPA) of the American Society for Quality (ASQ).
Value Stream Manager concept applied to Software Product DevelopmentKen Power
This document discusses applying the concept of a value stream manager to software development organizations. It defines a value stream manager as someone assigned responsibility for the success of a value stream, who focuses the organization on value creation through influence rather than authority. The value stream manager role is modeled after the Toyota chief engineer role. The document also provides examples of using Lean tools like A3 reports, stakeholder maps, and cumulative flow diagrams to help value stream managers improve processes and reduce lead times.
This document provides an agenda for an event on Agile Requirements by Agile Analysts. The agenda covers topics such as an overview of Agile, where business analysts fit in Agile, IBM Rational and Agile tools, requirements elicitation using IBM Rational Requirements Composer, and market perspectives on Agile. The event will be held on July 19th in Sydney and July 21st in Melbourne, Australia.
The document summarizes the roles of a business analyst and product owner in an agile scrum environment. It defines the typical responsibilities of a business analyst, which include understanding business needs, communicating with stakeholders, and ensuring organizations get value from IT resources. It then introduces agile scrum methodology and the product owner role on a scrum team, which is responsible for managing product backlogs, priorities, and acting as a liaison between the development team and customers. The document argues that business analysts are well-suited for the product owner role given their business analysis skills and ability to bridge gaps. It identifies some adjustments analysts may need to make when transitioning from a traditional business analyst role to a product owner.
The document discusses best practices for product design and development. It outlines key aspects of the process including identifying customer needs, establishing target specifications, concept generation, concept selection, concept testing, and setting final specifications. It also describes an evaluation framework that allows companies to compare their performance to industry benchmarks and best practices. The framework is used to develop an improvement plan by assessing a company's current situation, identifying gaps compared to best practices, and determining priorities based on business strategy and best practices.
The document summarizes the Supply Chain Operations Reference model (SCOR) which provides a process reference model for supply chain management. The SCOR model defines five core processes - plan, source, make, deliver, and return. It describes the scope of these processes to include all interactions from a supplier's supplier to a customer's customer. The model is intended to help companies describe their supply chain processes, benchmark performance, and identify best practices to improve performance.
Professional Business Results & Selected Accomplishmentsmjleib
This slide show summarizes the professional results and accomplishments of Michael Jay Leib across management accountability, marketing leadership, and technology leadership. Some of the key accomplishments highlighted include redesigning and automating customer fulfillment processes, product turnarounds and restructurings, expanding business into new markets, special end-of-life product sales, acquisitions and integrations, increasing revenue and margins, and building out channel sales programs.
Managing Business Analysis for Agile DevelopmentIJMER
This document discusses the impact of agile development methodologies on the role of business analysts. It explains that in agile projects, requirements are defined collaboratively by business analysts, developers, testers and product owners working together incrementally. The business analyst facilitates discussions to help translate user needs into technical requirements. Some new skills required for business analysts in agile include facilitation, coaching and writing user stories. The document also discusses how business analysts can help transition conventional projects to more agile approaches.
Jamie Thomas is the Vice President of Product Development, Delivery and Customer Support. The document discusses how to effectively develop teams across continents, manage outsourced assets, leverage automation to optimize resources, and foster culture change to agile. It proposes using IBM's Measured Capability Improvement Framework to establish objectives, prioritize practices, accelerate adoption, and analyze results in incremental phases.
The document is a CV for Deon Bands that outlines his technical skills, achievements, and experience. It details his proficiency with software programs, management of projects and teams, and roles held over 15 years in business analysis, project management, and operations management in the insurance and transportation industries. Contact information is provided at the top for Deon Bands.
How to use agile for roadmapping and be successful at itAnupam Kundu
The document discusses how agile practices can help product owners successfully manage product roadmaps. It defines the role of a product owner and explains how agile planning, such as identifying and prioritizing features, allows product owners to better align products with business goals and stakeholder needs. The document also shares examples of how agile roadmapping helped one company increase productivity and delivery of new products.
The document discusses how organizational management impacts customer loyalty and profit earning. It covers reviewing business goals, operations like product design and quality control, and organizational management through policies and empowering leadership. Effective management requires clear goals, well-designed systems aligned with quality expectations, and standardized procedures to guide employees consistently and reduce risks. However, recent management trends have emphasized quick profits over well-managed operations, with negative long-term effects on businesses and job security.
This document provides an overview of tools and resources available on the MindTools.com website to help with project management. MindTools.com has over 1,000 resources to help people be effective managers and leaders. It provides assessments to evaluate skills, frameworks and tools for project planning and scheduling, stakeholder management, and change management. MindTools.com aims to teach 50 individual project management skills through frameworks, tools and assessments.
The document is a frequently asked questions document about the PMI Agile Certification. It defines Agile and how it differs from waterfall methods. It describes the certification, including eligibility requirements, fees, the exam, and continuing education requirements. The certification validates a practitioner's ability to understand and apply Agile principles and practices on basic projects. It will help practitioners demonstrate their Agile skills to employers and increase their professional versatility.
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Agile & Business Analysis: A Successful Combination
1. Santa Cruz de la Sierra, March 12
AGILE & BUSINESS ANALYSIS
A Succesful Combination
By Luiz Claudio Parzianello
2. About the Speaker
Luiz C. Parzianello holds a BSc. in Electrical Engineering from
Pontifical Catholic University of Rio Grande do Sul (PUCRS)
and a MSc. in Systems Engineering from São Paulo University
(USP). He’s the President of the IIBA Porto Alegre Chapter
(Brazil) and member of the core team who developed the
Agile Extension to the BABOK. He has been acting as an IT
professional for 25 years and as an Agile Coach and Trainer
for 9 years. Currently, he’s a Management Consultant at the
RBS Group (Porto Alegre, RS, Brazil).
Twitter @lcparzianello
3. Principles Behind the Agile Manifesto
1) Our highest priority is to satisfy the customer through
early and continuous delivery of valuable software
software.
2) Welcome changing requirements, even late in
development. Agile processes harness change for the
customer's competitive advantage
advantage.
3) Deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to the
timescale.
shorter timescale
4) Business people and developers must work together
daily throughout the project.
4. Principles Behind the Agile Manifesto
5) Build projects around motivated individuals Give them
individuals.
the environment and support they need, and trust them
to get the job done.
6) The most efficient and effective method of conveying
information to and within a development team is
face-to- conversation.
face-to-face conversation
7) Working software is the primary measure of progress.
8) Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
5. Principles Behind the Agile Manifesto
9) Continuous attention to technical excellence and
good design enhances agility.
10)Simplicity -- the art of maximizing the amount of
work not done -- is essential.
11)The best architectures, requirements, and designs
emerge from self-organizing teams
self- teams.
12)At regular intervals, the team reflects on how to
become more effective then tunes and adjusts its
effective,
behavior accordingly.
6. What is Business Analysis (BA)?
Business analysis involves understanding how organizations
function to accomplish their purposes, and defining the
capabilities an organization requires to provide products and
services to external stakeholders.
It includes the definition of
organizational goals, how those goals
connect to specific objectives,
determining the courses of action that
an organization has to undertake to
achieve those goals and objectives,
and defining how the various
organizational units and stakeholders
within and outside of that organization
interact.
7. What is Business Analysis (BA)?
The focus is to determine The focus is to determine
the BA activities which solution best fits the
business need
The focus is to ensure that
The focus is to identify stakeholders and the project
and understand needs team remain in agreement on
and concerns the solution scope
The focus is to define a
solution scope that can
feasibly be implemented The focus is to enable the project
by the business team to implement a solution that will
meet the needs of the sponsoring
organization and stakeholders
BABOK® Guide Version 2.0
8. What about Business Analysts?
A business analyst is any person who performs business
analysis activities no matter what their job title or
activities,
organizational role may be.
Business analysis practitioners include not only people
with the job title of business analyst but may also include
analyst,
business systems analysts, systems analysts,
requirements engineers, process analysts, product
managers, product owners, enterprise analysts, business
architects, management consultants, or any other person
who performs the tasks described in the BABOK® Guide,
including those who also perform related disciplines such
development,
as project management, software development, quality
assurance, design.
assurance, and interaction design
9. Business Analysis and Scrum?
Some examples from Scrum Guide
(Oct 2011)
The Product Owner is responsible for
maximizing the value of the product cross-functional,
Development Teams are cross-functional
and the work of the Development Team. with all of the skills as a team necessary
to create a product Increment;
Scrum recognizes no titles for Development Team members
other than Developer regardless of the work being performed
Developer,
by the person; there are no exceptions to this rule;
Development Teams do not contain sub-
teams dedicated to particular domains
The Sprint Goal may be a milestone in like testing or business analysis.
the larger purpose of the product
roadmap. The Product Backlog is often ordered by
value, risk, priority, and necessity.
11. Business Analysis and Scrum?
Based on Tom Gilb
http://stakeholdervalues.com/Value+Product+Owner
1 to 4 weeks cycle
Stakeholders
1 to 4 weeks cycle Product Owner
Business
Vision SCRUM
Business Vision
Product Vision
Prioritization
Verification
Verification
Product
Vision
Prioritization
Business Product
Owner Owner
Value Management Development Management Value Manag.
12. Business
CusBizProDevOps
SEO/Data
Services
Analytcs
Engineers
Product & Dev
Systems
Strategy
Operations Management
Operations
Operations
Operations
Analysts
Product
Testing
Release
Releases
Engineers
Software
Strategy
Product
Development
Development
Development Management
Master
Scrum
Product
How could we work?
Demands
MMF
Product
Business
Owner
Strategy
Designers
Product Management
Product
Product
Product
UX
Business
Demands
MVP
Business
Business
Owner
Analysts
Vision
Business
Business
Business Management
Market
Perceptions
BVI
13. What could be done?
Value
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5
Business Perspective
New Capabilities Launch Business Value Increment
suports
Product Perspective
Minimum Marketable Features Release Minimum Viable Product
results
Process Perspective
PDCL PDCL PDCL PDCL PDCL Better Performance
manages
Project Perspective
Integration, Acquisitions, Costs & Risks
Time
14. The Basic Principle of Agile BA ...
The Dude’s Law
By David
Why
Value = Hussman
How
16. 1) Learning to see ... DISCOVERY
whole!
See the whole!
“In an agile context, business analysis views the entire system of people,
process, and technology to find where true value lies and to help
organizations maximizes the likelihood of delivering a
valuable and valued solution.”
Useful Techniques
Business Capability Analysis
Personas
Value Stream Mapping
17. 2) Learning to think ... DISCOVERY
customer!
Think as a customer!
“Agile analysis pays special attention to the voice of the
customer to understand their values and expectations. Backlog items
represent work to be done and convey customer thinking, and can be
represented through prototypes, user stories, epics, MMFs, etc.”
Useful Techniques
User Stories
Story Elaboration
Story Decomposition
Story Mapping
Storyboarding
18. 3) Understanding value ... DISCOVERY
Analyze to determine what is valuable!
“The agile approach is distinct in that value is continuously assessed and
prioritized to ensure that the most valuable work is delivered at any point
in time, always using the end customer perspective. It is also imperative
to challenge those requirements that do not support the business goals.”
Useful Techniques
Backlog Management
Business Value Definition
Kano Analysis
MoSCoW Priorization
Purpose Alignement Model
19. 3) Understanding value ... DISCOVERY
Capabilities can guarantee Results
Productivity Quality Losses Gains
Oportunities Compliance Reduce Increase
Efficiency Effectiveness Avoid Protect
People & Processes Market & Financial
20. 4) Getting real ... DELIVERY
Get real using examples!
“To confirm what is valuable, it is common to use concrete examples to
both elicit and validate product needs. Models may be useful for the team
but examples are more concrete for the customer. These techniques
engage customers in requirements elicitation, analysis, and validation.”
Useful Techniques
Behaviour Driven Development
Prototyping
21. 5) Getting done ... DELIVERY
Understand what is doable!
“Technology stakeholders are empowered by effectively analyzed needs.
It helps them determine how much work they can deliver at any given
point in time, identify product requirements options, and provide
recommendations to business partners on solutions.”
Useful Techniques
Estimation
Planning Workshop
Real Options
22. 6) Getting better ... DELIVERY
Stimulate Collaboration & Continuous Improvement!
“Facilitative techniques enable efficient and effective collaboration and
accelerate a team's ability to define and deliver products. We actively
create an environment where all project stakeholders can contribute to
the overall project value, ideally in face to face facilitated workshops.”
Useful Techniques
Collaborative games
Retrospectives
23. 7) Avoid waste! DELIVERY
“Always be on the lookout for, and avoid, anything wasteful.
Any activity that does not contribute directly to ensure that
the needs of the customer are understood and that the team
delivers what the customer really need is waste.”
Useful Techniques “Ensure that all documentation
produced through business
Lightweight Documentation
analysis is intended to fulfill an
immediate need, has clear
value for stakeholders, and
does not create unnecessary
overhead.”
overhead.”
24. 3 Final Messages ...
1) Business Analysts shouldn’t be order takers ...
Business Analysts should be transformation
agents for both customers and team members!
2) Business Analysis is not exclusive to Business
Analysts ... Learn and practice what could make
you more valuable!
3) Do your best! Understand that you are not only
responsible for discovery but also for delivery.