This document outlines eight competencies that business analysts need to be successful. It defines the competencies, provides examples of the knowledge, skills, and abilities needed for each competency at junior, intermediate and senior levels. The competencies covered are: eliciting requirements, creating business requirements documents, structured analysis, object-oriented analysis, testing, end-user support, IT fluency, and business process re-engineering. The document aims to provide clear guidelines for organizations to improve the efficiency of their business analysts.
The Softer Skills that analysts need (beyond Data Visualisation)Paul Laughlin
A talk I gave at #DataVizLive online event in Nov 2020. Introducing the Laughlin Consultancy 9-step model for Softer Skills needed by Analysts & previewing some of those steps (beyond data visualisation & storytelling skills).
Data Analytics of Strategic Information Technology Asset ReviewsBrian Bissett
Data Analytics of Strategic Information Technology Asset Reviews in the Office of Investment Management (OIM) Component ofat the Social Security Administration (SSA).
Justin Cerilli, a leader in Russell Reynolds Associates CIO recruitment practice, discusses key Competencies for best CIOs & how CIOs can improve the IT Performance Metrics and strategize the IT vision to have the impact on business value and organisation performances.
Lean Business Intelligence - How and Why Organizations Are Moving to Self-Ser...FindWhitePapers
Learn why and how enterprises are moving to self-service business intelligence (BI). Find out how to get the right data now, while maintaining information quality and operational security. By reviewing requirements and specific use cases for a controlled self-service BI application, Forrester identifies five key findings that can transform your business.
The Softer Skills that analysts need (beyond Data Visualisation)Paul Laughlin
A talk I gave at #DataVizLive online event in Nov 2020. Introducing the Laughlin Consultancy 9-step model for Softer Skills needed by Analysts & previewing some of those steps (beyond data visualisation & storytelling skills).
Data Analytics of Strategic Information Technology Asset ReviewsBrian Bissett
Data Analytics of Strategic Information Technology Asset Reviews in the Office of Investment Management (OIM) Component ofat the Social Security Administration (SSA).
Justin Cerilli, a leader in Russell Reynolds Associates CIO recruitment practice, discusses key Competencies for best CIOs & how CIOs can improve the IT Performance Metrics and strategize the IT vision to have the impact on business value and organisation performances.
Lean Business Intelligence - How and Why Organizations Are Moving to Self-Ser...FindWhitePapers
Learn why and how enterprises are moving to self-service business intelligence (BI). Find out how to get the right data now, while maintaining information quality and operational security. By reviewing requirements and specific use cases for a controlled self-service BI application, Forrester identifies five key findings that can transform your business.
Creating IT Value-A Better Way to Make IT Investment DecisionsScottMadden, Inc.
All IT organizations are resource constrained—demand exceeds supply. Organizations need criteria to decide which projects warrant allocation of high-value constrained resources. This is the second in a series on maximizing IT investment value.
This ISG white paper discusses the benefits of linking IT costs to business activity, and of analyzing the potential impact of IT investment on performance improvement
Presentation to Analytics Network of the OR Society Nov 2020Paul Laughlin
Presentation on 'The Softer Skills that Analysts need' presented by Paul Laughlin at a virtual event run for the Analytics Network group within the UK OR Society. Exploring Paul's 9 Step Model for effective analysis & explaining how Softer Skills are essential throughout that workflow.
How to sustain analytics capabilities in an organizationSAS Canada
This presentation is part of Analytics Management Series that is designed to suggest paths towards effective decision-making in order to help sustain and grow analytical capabilities. It features thought leaders who actively manage complex analytical environments who share their best practices. How to sustain analytics capabilities in an organization features Daymond Ling, Senior Director, Modelling & Analytics (CIBC) on how organizations who want better performance and less problems can use data to their advantage.
Creating IT Value-A Better Way to Make IT Investment DecisionsScottMadden, Inc.
All IT organizations are resource constrained—demand exceeds supply. Organizations need criteria to decide which projects warrant allocation of high-value constrained resources. This is the second in a series on maximizing IT investment value.
This ISG white paper discusses the benefits of linking IT costs to business activity, and of analyzing the potential impact of IT investment on performance improvement
Presentation to Analytics Network of the OR Society Nov 2020Paul Laughlin
Presentation on 'The Softer Skills that Analysts need' presented by Paul Laughlin at a virtual event run for the Analytics Network group within the UK OR Society. Exploring Paul's 9 Step Model for effective analysis & explaining how Softer Skills are essential throughout that workflow.
How to sustain analytics capabilities in an organizationSAS Canada
This presentation is part of Analytics Management Series that is designed to suggest paths towards effective decision-making in order to help sustain and grow analytical capabilities. It features thought leaders who actively manage complex analytical environments who share their best practices. How to sustain analytics capabilities in an organization features Daymond Ling, Senior Director, Modelling & Analytics (CIBC) on how organizations who want better performance and less problems can use data to their advantage.
A strong communication capability between the business and IT ensures the alignment of business requirements with delivered IT functionality and value. Use this storyboard to understand common barriers to effective requirements management, tactical solutions to overcome these barriers, and how to achieve a high level of project success.
This storyboard will help you:
•Understand the common barriers to effective requirements management
•Learn how organizations have solved these challenges
•Implement your own tactical solutions to enable effective communication of business requirements for IT projects in your organization
•Achieve a high level of project success
Whether an organization develops its own applications or implements packaged solutions, the success of the project depends on the clear communication of business requirements in terms IT can understand and deliver.
For over four decades, IT strategy has been about the alignment of technology with the needs of the “customer,” be it an organization, business, end user, or device. The most important part of system acquisition is deciding what to build or buy, as it is better to deliver no solution at all than it is to deliver the wrong solution. But there are two distinct dimensions to getting requirements and ensuring that they, and the IT solution that results, not only aligns with the business as it is, but is built in such a way that it can sustain that alignment in a cost-effective and time-efficient manner. Specifically, (1) narrow requirements, which focus on the short-term needs for specific parts, functions, or processes of the business; and, (2) broad requirements, which focus on a comprehensive, enterprise-wide approach with holistic and longer-range objectives like simplicity, suppleness, and total cost of ownership. We typically call these “Systems Analysis and Design” and “Enterprise Architecture” respectively. Ideally, organizations should be able to do both well, and effectively balance the inevitable tradeoffs between them. Sadly, in the vast majority of organizations, that is not yet the case.
Professor Kappelman will present the results of a ground-breaking study from the Society for Information Management (SIM) Enterprise Architecture Working Group that developed and validated measures for these two distinct types of requirements capabilities. Findings include:
• Empirical validation that there is, in fact, a difference between requirement capabilities in a narrow or individual system context (i.e., Systems Analysis and Design within the bounds of a specific development project), and requirements capabilities in a broad or enterprise context (i.e., Enterprise Architecture regarding how those individual systems fit together in an enterprise-wide strategic design).
• Strong evidence that requirements capabilities overall are immature, with narrow activities more mature than the corresponding broad enterprise capabilities.
• Solid evidence, based on fifteen years of studies, that software development capabilities are generally maturing, but are still fairly immature.
This research provides requirements engineers, software designers, software developers, and other IT practitioners with tools to assess their own requirements engineering and software development capabilities. and compare them with those of their peers. Suggestions for improvements are made.
Project Plans Each student will submit two project plan.docxwkyra78
Project Plans
Each student will submit two project plans: a draft project plan and a final project plan.
The first plan is due in Module 2 and the final project plan is due in Module 3. The
purpose of the project plans are to demonstrate mastery of project planning using an
applied context. The draft project plan includes all of the project plan elements covered in
Module 1 and 2. The final project plan includes all of the project plan elements covered
in all three modules.
Draft Project Plan 1
The initial project plan will include the following:
Problem, need, or vision statement
Project Definition or Statement of Work, which includes the following:
o Project objectives or performance criteria
o Assumptions, constraints, and limitations
o Project work requirements: Summary of deliverables
Major responsibilities
Work Breakdown Structure (WBS) down to the work package level
Preliminary Schedule (with event milestones and exit criteria for each milestone)
Final Project Plan 2
The final project plan will include all the elements of the project plan 1 updated, plus the
following elements:
Required resources (people-organization, equipment, materials, and facilities)
Linear Responsibility Matrix: Project organization chart
End-item specifications (such as reference documents, engineering specifications,
regulatory codes, etc.)
Control system (documentation, procedures, and evaluation)
Communication plan (flow of project information to stakeholders)
Quality management plan (methods to be utilized to manage quality and project
processes)
Detailed project schedule (CPM diagram with the critical path identified)
Risk response plan
Change management plan or amendments procedure
Procedures and Criteria
1. Pick a potential project of interest.
2. The project must meet the following criteria:
A job or problem with multiple and sequential tasks
Performed only once (not repetitive in nature)
Has defined start and end points in time (start time and a deadline)
A budget or a limited source of funds
A defined scope of work
Specific performance requirements
More than one person is involved in the project
3. Develop the draft project plan 1 with all of the required elements in Module 2.
4. Update the project plan as you gain more information during the course modules
5. Develop the final project plan during Module 3 and submit via Blackboard
Examples of Possible Projects
Group project for another class
Home improvement project
Auto restoration project
Wedding
Graduation party
Senior project (with a group)
Business start-up
Theatre production
Product development project
Musical recital
Chamber mixer
Holiday parade
Charity fundraiser
Group Vacation
Project Plans Grading Criteria
Each plan will be graded using the following criteria:
Table 1.
Points Plan Content
Plan Organization,
Consistency, and F ...
This AI business checklist is a tool that provides an easy-to-use structure for strategic discussions, goal setting and critical decisions in your leadership team. A structure that you can use as a business leader to guide your decisions towards getting full value out of AI technology in your organisation. It is meant to be a tool that you can return to to guide your progress.
Chapter 1 software analysis and design in software developmentWebMentalist
Software Development. The study of software development.Systems development is systematic process which includes phases such as planning, analysis, design, deployment, and maintenance. System analysis is conducted for the purpose of studying a system or its parts in order to identify its objectives. It is a problem solving technique that improves the system and ensures that all the components of the system work efficiently to accomplish their purpose.
Software Design is a process of planning a new business system or replacing an existing system by defining its components or modules to satisfy the specific requirements. Before planning, you need to understand the old system thoroughly and determine how computers can best be used in order to operate efficiently.
* What is Business Analysis?
* Who is a Business Analyst?
* The reasons to become a Business Analyst
* The principles of Business Analysis
* Business Analyst’s role
* S.W.O.T and M.O.S.T Analysis
* Requirements of being Business Analyst
* Business Analysts’ work
* Business Analysts’ workplaces
* Difference between Data Scientist and a Business Analyst
* Analysis work
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.