1. Acceptance and evaluation criteria are used to define requirements that must be met for a solution to be acceptable, and to measure solutions against key attributes. They allow for objective assessment.
2. Backlog management is used to prioritize and track work items. The highest priority items are at the top of the backlog.
3. Benchmarking and market analysis are used to improve performance by comparing practices to best-in-class and understanding customer needs in the market.
The document provides an overview of solution evaluation based on the BABOK guide. It discusses the key activities in solution evaluation, including measuring solution performance, analyzing performance measures, assessing solution limitations, assessing enterprise limitations, and recommending actions to increase solution value. For each activity, it outlines the purpose, inputs, elements, outputs, relevant guidelines/tools, stakeholders, and techniques. The document compares solution evaluation in BABOK v2.0 and v3.0 and presents core concept models used in solution evaluation. It is meant to help business analysts understand and apply the solution evaluation knowledge area of the BABOK.
The document lists various business analysis techniques used to organize, specify, model, validate, verify, prioritize, allocate, assess, transition, and manage requirements. It also discusses planning business analysis activities and stakeholder communication. Business analysis is performed through elicitation, documentation, analysis, validation, and management of requirements.
1. Acceptance and evaluation criteria are used to define requirements that must be met for a solution to be acceptable, and to measure solutions against key attributes. They allow for objective assessment.
2. Backlog management is used to prioritize and track work items. The highest priority items are at the top of the backlog.
3. Benchmarking and market analysis are used to improve performance by comparing practices to best-in-class and understanding customer needs in the market.
The document provides an overview of solution evaluation based on the BABOK guide. It discusses the key activities in solution evaluation, including measuring solution performance, analyzing performance measures, assessing solution limitations, assessing enterprise limitations, and recommending actions to increase solution value. For each activity, it outlines the purpose, inputs, elements, outputs, relevant guidelines/tools, stakeholders, and techniques. The document compares solution evaluation in BABOK v2.0 and v3.0 and presents core concept models used in solution evaluation. It is meant to help business analysts understand and apply the solution evaluation knowledge area of the BABOK.
The document lists various business analysis techniques used to organize, specify, model, validate, verify, prioritize, allocate, assess, transition, and manage requirements. It also discusses planning business analysis activities and stakeholder communication. Business analysis is performed through elicitation, documentation, analysis, validation, and management of requirements.
This document outlines the processes involved in business analysis according to the International Institute of Business Analysis (IIBA) Business Analysis Body of Knowledge (BABOK). It includes processes for planning and monitoring business analysis activities, eliciting requirements, analyzing enterprise needs, managing requirements, and assessing and validating solution proposals. The document maps these processes and shows how inputs, outputs, and documents flow between the different stages of business analysis.
A two page overview of the IIBA BABOKv3 showing Knowledge Areas + Tasks + Elements + Input/Output Create/Read/Update/Delete activities + Techniques + Underlying Competencies.
Helpful for general overview and assistance preparing for CBAP + CCBA exams.
BABOK v3 chapter 09 Underlying CompentencyFrank Jong
This document discusses skills and competencies for business analysts. It covers topics like creative thinking, decision making, learning, problem solving, systems thinking, conceptual thinking, visual thinking, ethics, accountability, trustworthiness, time management, adaptability, business acumen, and industry knowledge. For each topic, it provides 2-4 bullet points describing aspects of that skill or competency that business analysts should possess.
The document provides an overview of Chapter 1 of the BABOK Guide which introduces business analysis. It discusses the purpose of the guide, defines business analysis and the role of a business analyst. The key points are:
1. The BABOK Guide defines the practice of business analysis and provides commonly accepted practices to help practitioners discuss and define the necessary skills. It describes tasks in six knowledge areas.
2. Business analysis enables change by defining needs, recommending solutions, and determining activities to move from the current to future state. Business analysts are responsible for eliciting stakeholder needs and ensuring solutions align with those needs.
3. The guide structures the core content into business analysis tasks organized into six knowledge areas
Underlying Competencies is 9th chapter of Business Analysis Body of Knowledge Version 3, This presentation doesn't have any explanation other than graphical representation. For more details please refer BABOK V3
In this presentation, we will discuss in details about enterprise analysis, its process and related activities. We will also talk about strategic planning in details, role of business analyst and knowledge required to develop business architecture.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Projects are expected to address a business need and help an organization attain its goals. Business Analysts are expected to ensure that a project fits into the business context.
Business Analysts must know how to carry out Enterprise Analysis including:
- Conduct root cause analysis to determine business needs.
- Identify goals and define objectives.
-Identify capability gaps using Business Architectures.
- Justify projects through feasibility analysis.
- Establish the business case for a project.
This document provides a project plan for creating deliverables to support the UHD Data Analytics Society. The deliverables include establishing the Data Analytics Society organization, creating a website, blog, informational video, and promotional materials. For each deliverable, the document outlines the objective, problem statement, work requirements, exit criteria, work breakdown structure, milestones, and resources needed. It assigns a project manager for each deliverable and identifies risks and contingencies. The overall goal is to create functional frameworks that can educate others about data analytics and promote the UHD MSDA program.
This document provides a matrix that summarizes the relationships between the processes, tasks, documents and techniques described in the International Institute of Business Analysis (IIBA) Guide to the Business Analysis Body of Knowledge (BABOK). Specifically, it shows which documents are inputs and outputs of each task, and which techniques are used in each process. The matrix is intended to help understand the dependencies and sequencing of tasks, documents and techniques described in the BABOK.
Business Analysis Knowledge Areas Big PictureMostafa Hashkil
This document outlines the knowledge areas, tasks, inputs, and outputs of the Business Analysis Body of Knowledge (BABOK). It describes the six knowledge areas: planning and monitoring, elicitation, requirements management and communication, enterprise analysis, requirements analysis, and solution assessment and validation. For each knowledge area, it lists the associated tasks and the typical inputs and outputs of those tasks.
This document discusses enterprise business analysis. It provides an input-task-output diagram for enterprise analysis. It explores defining business needs, capability gaps, solution approaches, and business cases. It compares enterprise business analysis to business design, architecture, and transformation. It notes the challenges of working at an enterprise scale with unknown problems and solutions. Finally, it provides tips for growing as an enterprise business analyst, including strategic thinking, understanding different perspectives, building skills, and having the courage to try new approaches.
Project Management Case Studies Terry Hall, Project ManagerTerry Hall, PMP
The document discusses three case studies of project management at different companies. It describes the situation, solution, and results for projects at Company 1, Company 2, and Company 3. It also discusses the Capability Maturity Model Integration framework which has five levels from Initial to Optimizing that organizations can use to improve their project management processes.
The document outlines the stages of a management consulting engagement: 1) negotiating the engagement between the consultant and client, 2) planning the engagement, 3) conducting the assignment through problem identification, data analysis, solution development, and reporting, 4) evaluating the engagement and providing post-engagement follow-up. Key aspects of each stage are discussed at a high level, including proposal letters, work plans, data collection techniques, and project management.
This document discusses management consultancy processes and approaches. It provides an overview of 3 models of the consultant's role proposed by Schein: 1) the purchase model, 2) the doctor-patient model, and 3) the process consultation model. It then examines several consultancy process frameworks from the literature, including the CRISP-DM model for data mining and phases identified by Fink and others. Finally, it discusses evaluating the effectiveness of consulting engagements.
This document discusses enterprise analysis, which identifies business needs, assesses the impacts of changes, and determines feasible solution approaches. The key deliverables of enterprise analysis include a feasibility study, business case, business need assessment, and risk assessment. It outlines the steps of enterprise analysis as defining the business need, assessing capability gaps, determining a solution approach, defining the solution scope, and defining the business case.
The document discusses managing consulting engagements through various phases including evaluation, commitment, engagement, closure, and maintenance. It describes key project management disciplines like general management, subject matter expertise, and project management. Various project management processes are also outlined, such as initiating, planning, executing, controlling, and closing. Finally, it discusses key project management responsibilities including integration, scope, quality, cost, time, risk, communication, organizational impact, human resources, and procurement.
This document discusses the organization and management of management advisory services (MAS) practices. It describes organizing the practice into different levels or tiers including partners, managers, senior consultants, and staff. Partners are the most experienced professionals who manage clients and sell work. Managers supervise engagements and consultants. Senior consultants supervise staff with 2-3 years experience. Staff have less than 2 years experience. The document also provides typical billing rate ranges for each level.
Enterprise Analysis is a series of tasks that analyzes the business situation to fully understand the problems and opportunities. Enterprise analysis outputs provide context to requirements analysis and to solution identification for a given initiative or for long-term planning. Enterprise analysis is often the starting point for initiating a new project and is continued as changes occur and more information becomes available. It is through enterprise analysis activities that business requirements are identified and documented.
Chapter 7 Management Concultancy by CabreraKriza Matro
The document discusses the stages of a management consulting engagement including negotiating the engagement, engagement planning, conducting the assignment, and evaluating the engagement. It describes the basic contents and purposes of an engagement plan, proposal letter, and work plan. It also discusses problem identification, data gathering techniques, data analysis approaches, solution development, implementation, and follow-up evaluation.
Your Challenge
Companies understand the importance of business process improvement (BPI) and recognize the touted benefits: cost savings, waste elimination, and process efficiency.
With this said, 70% of companies that embark on process improvement initiatives fail.
The high probability of failure is attributed to a number of factors, including lack of continuous improvement and failing to define measurable outcomes.
Our Advice
Adopt a forward-facing outlook. Don’t focus solely on the current state, set improvement targets upfront to drive the initiative.
Break problems down into root-cause variables. Don’t look at the symptom, dive deeper and alleviate the root cause.
Empower business analysts. Create a practical process improvement methodology that your analysts can follow.
Impact and Result
Kick off process improvement by identifying the goals and defining the improvement targets.
Start by referring to the operating model and identifying level 1, 2, and 3 processes. Once the team understands the relationship between processes, they can begin to map a level 3 process using a standard mapping notation.
Use qualitative and quantitative techniques for analyzing the root cause rather than the symptoms.
Ensure the design is aligned with the initial improvement targets. Focus on value-added activities.
Consistently monitor the process and assess the root-cause variables to gauge the success of the process improvements.
Using Kano Analysis to prioritise Business Requirements
Noriaki Kano, recipient of the Deming Prize, developed a model to work out what stakeholder requirements are mandatory, which ones are value for money proposition (i.e. more is better,) and which requirements will delight them. This talk introduces the Kano model in the business/software requirements context, and presents a step by step application of the model so that you can delight your stakeholders.
This document outlines the processes involved in business analysis according to the International Institute of Business Analysis (IIBA) Business Analysis Body of Knowledge (BABOK). It includes processes for planning and monitoring business analysis activities, eliciting requirements, analyzing enterprise needs, managing requirements, and assessing and validating solution proposals. The document maps these processes and shows how inputs, outputs, and documents flow between the different stages of business analysis.
A two page overview of the IIBA BABOKv3 showing Knowledge Areas + Tasks + Elements + Input/Output Create/Read/Update/Delete activities + Techniques + Underlying Competencies.
Helpful for general overview and assistance preparing for CBAP + CCBA exams.
BABOK v3 chapter 09 Underlying CompentencyFrank Jong
This document discusses skills and competencies for business analysts. It covers topics like creative thinking, decision making, learning, problem solving, systems thinking, conceptual thinking, visual thinking, ethics, accountability, trustworthiness, time management, adaptability, business acumen, and industry knowledge. For each topic, it provides 2-4 bullet points describing aspects of that skill or competency that business analysts should possess.
The document provides an overview of Chapter 1 of the BABOK Guide which introduces business analysis. It discusses the purpose of the guide, defines business analysis and the role of a business analyst. The key points are:
1. The BABOK Guide defines the practice of business analysis and provides commonly accepted practices to help practitioners discuss and define the necessary skills. It describes tasks in six knowledge areas.
2. Business analysis enables change by defining needs, recommending solutions, and determining activities to move from the current to future state. Business analysts are responsible for eliciting stakeholder needs and ensuring solutions align with those needs.
3. The guide structures the core content into business analysis tasks organized into six knowledge areas
Underlying Competencies is 9th chapter of Business Analysis Body of Knowledge Version 3, This presentation doesn't have any explanation other than graphical representation. For more details please refer BABOK V3
In this presentation, we will discuss in details about enterprise analysis, its process and related activities. We will also talk about strategic planning in details, role of business analyst and knowledge required to develop business architecture.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Projects are expected to address a business need and help an organization attain its goals. Business Analysts are expected to ensure that a project fits into the business context.
Business Analysts must know how to carry out Enterprise Analysis including:
- Conduct root cause analysis to determine business needs.
- Identify goals and define objectives.
-Identify capability gaps using Business Architectures.
- Justify projects through feasibility analysis.
- Establish the business case for a project.
This document provides a project plan for creating deliverables to support the UHD Data Analytics Society. The deliverables include establishing the Data Analytics Society organization, creating a website, blog, informational video, and promotional materials. For each deliverable, the document outlines the objective, problem statement, work requirements, exit criteria, work breakdown structure, milestones, and resources needed. It assigns a project manager for each deliverable and identifies risks and contingencies. The overall goal is to create functional frameworks that can educate others about data analytics and promote the UHD MSDA program.
This document provides a matrix that summarizes the relationships between the processes, tasks, documents and techniques described in the International Institute of Business Analysis (IIBA) Guide to the Business Analysis Body of Knowledge (BABOK). Specifically, it shows which documents are inputs and outputs of each task, and which techniques are used in each process. The matrix is intended to help understand the dependencies and sequencing of tasks, documents and techniques described in the BABOK.
Business Analysis Knowledge Areas Big PictureMostafa Hashkil
This document outlines the knowledge areas, tasks, inputs, and outputs of the Business Analysis Body of Knowledge (BABOK). It describes the six knowledge areas: planning and monitoring, elicitation, requirements management and communication, enterprise analysis, requirements analysis, and solution assessment and validation. For each knowledge area, it lists the associated tasks and the typical inputs and outputs of those tasks.
This document discusses enterprise business analysis. It provides an input-task-output diagram for enterprise analysis. It explores defining business needs, capability gaps, solution approaches, and business cases. It compares enterprise business analysis to business design, architecture, and transformation. It notes the challenges of working at an enterprise scale with unknown problems and solutions. Finally, it provides tips for growing as an enterprise business analyst, including strategic thinking, understanding different perspectives, building skills, and having the courage to try new approaches.
Project Management Case Studies Terry Hall, Project ManagerTerry Hall, PMP
The document discusses three case studies of project management at different companies. It describes the situation, solution, and results for projects at Company 1, Company 2, and Company 3. It also discusses the Capability Maturity Model Integration framework which has five levels from Initial to Optimizing that organizations can use to improve their project management processes.
The document outlines the stages of a management consulting engagement: 1) negotiating the engagement between the consultant and client, 2) planning the engagement, 3) conducting the assignment through problem identification, data analysis, solution development, and reporting, 4) evaluating the engagement and providing post-engagement follow-up. Key aspects of each stage are discussed at a high level, including proposal letters, work plans, data collection techniques, and project management.
This document discusses management consultancy processes and approaches. It provides an overview of 3 models of the consultant's role proposed by Schein: 1) the purchase model, 2) the doctor-patient model, and 3) the process consultation model. It then examines several consultancy process frameworks from the literature, including the CRISP-DM model for data mining and phases identified by Fink and others. Finally, it discusses evaluating the effectiveness of consulting engagements.
This document discusses enterprise analysis, which identifies business needs, assesses the impacts of changes, and determines feasible solution approaches. The key deliverables of enterprise analysis include a feasibility study, business case, business need assessment, and risk assessment. It outlines the steps of enterprise analysis as defining the business need, assessing capability gaps, determining a solution approach, defining the solution scope, and defining the business case.
The document discusses managing consulting engagements through various phases including evaluation, commitment, engagement, closure, and maintenance. It describes key project management disciplines like general management, subject matter expertise, and project management. Various project management processes are also outlined, such as initiating, planning, executing, controlling, and closing. Finally, it discusses key project management responsibilities including integration, scope, quality, cost, time, risk, communication, organizational impact, human resources, and procurement.
This document discusses the organization and management of management advisory services (MAS) practices. It describes organizing the practice into different levels or tiers including partners, managers, senior consultants, and staff. Partners are the most experienced professionals who manage clients and sell work. Managers supervise engagements and consultants. Senior consultants supervise staff with 2-3 years experience. Staff have less than 2 years experience. The document also provides typical billing rate ranges for each level.
Enterprise Analysis is a series of tasks that analyzes the business situation to fully understand the problems and opportunities. Enterprise analysis outputs provide context to requirements analysis and to solution identification for a given initiative or for long-term planning. Enterprise analysis is often the starting point for initiating a new project and is continued as changes occur and more information becomes available. It is through enterprise analysis activities that business requirements are identified and documented.
Chapter 7 Management Concultancy by CabreraKriza Matro
The document discusses the stages of a management consulting engagement including negotiating the engagement, engagement planning, conducting the assignment, and evaluating the engagement. It describes the basic contents and purposes of an engagement plan, proposal letter, and work plan. It also discusses problem identification, data gathering techniques, data analysis approaches, solution development, implementation, and follow-up evaluation.
Your Challenge
Companies understand the importance of business process improvement (BPI) and recognize the touted benefits: cost savings, waste elimination, and process efficiency.
With this said, 70% of companies that embark on process improvement initiatives fail.
The high probability of failure is attributed to a number of factors, including lack of continuous improvement and failing to define measurable outcomes.
Our Advice
Adopt a forward-facing outlook. Don’t focus solely on the current state, set improvement targets upfront to drive the initiative.
Break problems down into root-cause variables. Don’t look at the symptom, dive deeper and alleviate the root cause.
Empower business analysts. Create a practical process improvement methodology that your analysts can follow.
Impact and Result
Kick off process improvement by identifying the goals and defining the improvement targets.
Start by referring to the operating model and identifying level 1, 2, and 3 processes. Once the team understands the relationship between processes, they can begin to map a level 3 process using a standard mapping notation.
Use qualitative and quantitative techniques for analyzing the root cause rather than the symptoms.
Ensure the design is aligned with the initial improvement targets. Focus on value-added activities.
Consistently monitor the process and assess the root-cause variables to gauge the success of the process improvements.
Using Kano Analysis to prioritise Business Requirements
Noriaki Kano, recipient of the Deming Prize, developed a model to work out what stakeholder requirements are mandatory, which ones are value for money proposition (i.e. more is better,) and which requirements will delight them. This talk introduces the Kano model in the business/software requirements context, and presents a step by step application of the model so that you can delight your stakeholders.
The document provides a template for creating a business case to justify investing in a marketing automation solution. It outlines sections to include such as an executive summary, opportunity overview, assumptions, business impact analysis, risks, and a recommendation. The template helps evaluate costs, benefits, and key factors for a marketing automation project to obtain management approval.
The document discusses preparing for requirements elicitation and collaboration. It covers the key elements to consider which include understanding the scope of elicitation, selecting elicitation techniques, setting up logistics, securing supporting materials, and preparing stakeholders. An example is provided of preparing for an elicitation session with prison wardens to understand the problems faced in managing offender records. The document emphasizes thoroughly planning elicitation activities and selecting techniques appropriate for the stakeholders, goals, and circumstances.
Business analysis activities for an
analyst. This PPT will help to understand how to analyze a business requirement preparation like business case, BRD and SRS.
The document outlines DataActiva's approach to program evaluation through 10 tasks:
1) Conduct start-up meetings to discuss the research plan and identify data sources
2) Design surveys for participants, non-participants, and stakeholders
3) Develop a sampling plan to collect necessary information from target groups
4) Collect accurate data from the samples through online/phone/in-person methods
5) Conduct a process evaluation through stakeholder interviews and customer surveys
6) Conduct an impact evaluation combining data sources to assess program effects
7) Reporting will describe methods, results, and provide an assessment of the program
The document provides an overview of the Balanced Scorecard framework, which measures organizational performance across four perspectives - financial, customer, internal processes, and learning and growth. It describes the key elements included in each perspective and gives an example of how a fictional company, XYZ Corporation, could implement the Balanced Scorecard to monitor performance against objectives using relevant key performance indicators. The Balanced Scorecard framework helps organizations take a balanced approach to measuring success and ensures different business areas work together to achieve strategic goals.
Understand the different types of requirements and their importance in the Business Analysis process
Learn techniques for gathering and analyzing requirements
Understand how to prioritize requirements based on business value and feasibility
The Business Analysis Planning and Monitoring knowledge area describes the process of how a business analyst determines which activities will be needed to complete the business analysis effort.
Introduction to Business Analysis - Part 2Lakshmi-BA
The document provides an introduction to business analysis, including defining business analysis, the role of a business analyst, and how business analysts work with project managers. It discusses the key responsibilities of a business analyst, such as eliciting, analyzing, communicating and validating requirements. The document also outlines the important skills required of a business analyst, including communication, problem solving, and organizational skills. It describes how business analysts and project managers collaborate and have distinct but complementary roles throughout a project life cycle.
This document provides a template and methodology for conducting a business intelligence (BI) assessment. The assessment examines organizational data management across several pillars including strategy, processes, applications, key performance indicators and people/ownership. It involves defining the current ("as-is") state, desired future ("to-be") state, and gap closing program to transition between the two states in phases. The gap closing program consists of strategic phases and tactical projects. The overall methodology includes planning, reviewing the as-is state, defining the to-be state, developing the gap closing program, and delivering the final assessment package.
The document discusses key concepts in project scope management according to the PMBOK Guide. It defines product and project scope, and outlines the main processes involved - plan scope management, collect requirements, define scope, create the work breakdown structure, validate scope, and control scope. For each process, it lists the typical inputs, tools and techniques, and outputs as defined in the PMBOK Guide. It also provides more details on some of the tools and techniques used such as interviews, prototypes, and variance analysis.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
chapter 3-Business Analysis Planning and Monitoring.pdfyigerem
The document discusses planning business analysis governance. It describes defining how decisions will be made regarding requirements and designs, including reviews, change control, approvals and prioritization. The key tasks involve planning the decision making process, change control process, prioritization approach and approvals process. Inputs include the business analysis approach and stakeholder engagement approach. Guidelines and techniques help determine roles in decision making, how to request and prioritize changes, and formalize approvals. The output is a governance approach that clarifies the decision making process.
FCB Partners Course Preview: Process Owners in ActionFCBPartners
A Three-day Advanced Certification Class on Business Process Management (BPM)
The role of Process Owner is a challenging one, characterized by significant accountability with limited resources and authority. Because process ownership is relatively new to many organizations, people taking on the role have had little guidance, training, or opportunity to learn from peers. The purpose of this course is to illuminate the role, explore the challenges, offer practical approaches, and enable individuals to successfully navigate opportunities, constraints, and conflicting priorities. This is a course for Process Owners, Managers, and Leaders seeking to improve their effectiveness as well as the staff and consultants supporting them.
In the field of business and management, data science is transforming how companies organize, operate, manage talent, and create value. In this talk, David will share his experience as a data scientist and consultant on data science in business – from business experimentation to planning process optimization. He will also reflect on the career progress as a data scientist and provide suggestions to young data scientists
Procrastination is a common challenge that many individuals face when it comes to completing tasks and achieving goals. It can hinder productivity and lead to feelings of stress and frustration.
However, with the right strategies and mindset, it is possible to overcome procrastination and increase productivity.
In this article, we will explore the causes of procrastination, how to recognize the signs of procrastination in oneself, and effective strategies for overcoming procrastination and boosting productivity.
Inspire: Igniting the Spark of Human Potentialgauravingole9
Inspire: Igniting the Spark of Human Potential
Inspiration is the force that propels individuals from ordinary to extraordinary. It transforms ideas into innovations, dreams into realities, and individuals into icons. This article delves into the multifaceted nature of inspiration, exploring its sources such as nature, art, personal experiences, and the achievements of others, and its profound impact on personal growth, societal progress, and cultural evolution. Through the lens of historical figures and timeless quotes, we uncover how inspiration fuels creativity, drives societal change, and ignites the spark of human potential.
You may be stressed about revealing your cancer diagnosis to your child or children.
Children love stories and these often provide parents with a means of broaching tricky subjects and so the ‘The Secret Warrior’ book was especially written for CANSA TLC, by creative writer and social worker, Sally Ann Carter.
Find out more:
https://cansa.org.za/resources-to-help-share-a-parent-or-loved-ones-cancer-diagnosis-with-a-child/
As we navigate through the ebbs and flows of life, it is natural to experience moments of low motivation and dwindling passion for our goals.
However, it is important to remember that this is a common hurdle that can be overcome with the right strategies in place.
In this guide, we will explore ways to rekindle the fire within you and stay motivated towards your aspirations.
Understanding of Self - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
5. 核心概念模型
Core Concept During E&C, business analysts...
Change use a variety of elicitation techniques to fully identify the
characteristics of the change including concerns that
stakeholders have about the change.
Need elicit, confirm, and communicate needs and supporting
business analysis information.
Solution elicit, confirm, and communicate necessary or desired
characteristics of proposed solutions.
Stakeholder manage the collaboration with the stakeholders who participate
in the business analysis work.
Value collaborate with stakeholders to assess the relative value of
information provided through elicitation, and apply a variety of
techniques to confirm and communicate that value.
Context apply a variety of elicitation techniques to identify business
analysis information about the context that may affect the
change.
6. E&C 投入產出
Input Needs
BA Information
3.5 BA Performance Assessment
3.2 Stakeholder Engagement Approach
Tasks 4.1 Prepare for Elicitation
4.2 Conduct Elicitation
4.3 Confirm Elicitation Results
4.4 Communicate BA Information
4.5 Manage Stakeholder Collaboration
Output 4.1 Elicitation Activity Plan
4.2 Elicitation Results (unconfirmed)
4.3 Elicitation Results (confirmed)
4.4 BA Information (communicated)
4.5 Stakeholder Engagement
7. 4.1 準備需求導出
Purpose
to understand the scope of the elicitation activity,
select appropriate techniques, and plan for
appropriate supporting materials and resources.
Prepare for elicitation
defining the desired outcomes of the activity,
considering the stakeholders involved and the goals
of the initiative
8. 準備需求導出
Prepare for elicitation include
determining which work products will be produced
using the elicitation results
deciding which techniques are best suited to produce
those results
establishing the elicitation logistics
identifying any supporting materials needed
understanding circumstances to foster collaboration
during an elicitation activity
9. Input-Element-Output
• Needs
3.2 Stakeholder Engagement Approach
.1 Understand the Scope of Elicitation
.2 Select Elicitation Techniques
.3 Set Up Logistics
.4 Secure Supporting Material
.5 Prepare Stakeholders
• Elicitation Activity Plan
Inputs
Elements
Outputs
10. Outputs
Elicitation Activity Plan
used for each elicitation activity.
includes logistics, scope of the elicitation activity,
selected techniques, and supporting materials.
11. G&T-Stakeholders-Techniques
• BA Approach
• Business Objectives
• Existing BA Information
• Potential Value
• Brainstorming
• Data Mining
• Document Analysis
• Estimation
• Interviews
• Mind Mapping
• Risk Analysis and Management
• Stakeholder List, Map, or Personas
• Domain SME
• Project Manager
• Sponsor
Guideline & Tools
Stakeholders
Techniques
12. 4.2 執行需求導出
Purpose
to draw out, explore, and identify information relevant
to the change.
Stakeholders collaboration
participating and interacting during the elicitation
activity
researching, studying, and providing feedback on
documents, systems, models, and interfaces
13. 需求導出的類型
Three common types of elicitation
Collaborative
direct interaction with stakeholders, and relies on their
experiences, expertise, and judgment.
Research
systematically discovering and studying information from
materials or sources that are not directly known by
stakeholders involved in the change.
Experiments
identifying information that could not be known without some
sort of controlled test.
15. Output
Elicitation Results (unconfirmed)
captured information in a format that is specific to the
elicitation activity.
16. G&T-Stakeholders-Techniques
• BA Approach
• Existing BA Information
• Stakeholder Engagement Approach
• Supporting Materials
• Benchmarking and Market Analysis
• Brainstorming
• Business Rules Analysis
• Collaborative Games
• Concept Modelling
• Data Mining
• Data Modelling
• Document Analysis
• Focus Groups
• Interface Analysis
• Interviews
• Mind Mapping
• Observation
• Process Analysis
• Process Modelling
• Prototyping
• Survey or Questionnaire
• Workshops
• Customer
• Domain SME
• End User
• Implementation SME
• Sponsor
• Any stakeholders
Guideline & Tools
Stakeholders
Techniques
17. 4.3 確認導出結果
Purpose
to check the information gathered during an elicitation session
for accuracy and consistency with other information.
Description
to identify any problems and resolve them before resources are
committed to using the information.
compared against their source and other elicitation results to
ensure consistency
review may discover errors, omissions, conflicts, and ambiguity.
much less rigorous and formal review than occurs during
analysis
18. Input-Element-Output
4.2 Elicitation Results (unconfirmed)
.1 Compare Elicitation Results Against Source Information
.2 Compare Elicitation Results Against Other Elicitation Results
• Elicitation results (confirmed)
Inputs
Elements
Outputs
19. Output
Elicitation Results (confirmed)
integrated output that the business analyst and other
stakeholders agree correctly reflects captured
information and confirms that it is relevant and useful
as an input to further work.
20. G&T-Stakeholders-Techniques
• Elicitation Activity Plan
• Existing BA Information
• Document Analysis
• Interviews
• Reviews
• Workshops
• Domain SME
• Any stakeholder
Guideline & Tools
Stakeholders
Techniques
21. 4.4 溝通商業分析資訊
Purpose
to ensure stakeholders have a shared understanding
of business analysis information.
Communicate BA information
communicate appropriate information to stakeholders
at the right time and in formats that meet their needs
Communication of business analysis information is bi-
directional and iterative
Communicating information does not simply involve
pushing information out and assuming it was received
and understood
22. Input-Element-Output
• BA Information
3.2 Stakeholder Engagement Approach
.1 Determine Objectives and Format of Communication
.2 Communicate BA Package
• BA Information (Communicated)
Inputs
Elements
Outputs
23. Output
BA Information (communicated)
business analysis information is considered
communicated when the target stakeholders have
reached an understanding of its content and
implications.
24. G&T-Stakeholders-Techniques
• BA Approach
• Information Management Approach
• Interviews
• Reviews
• Workshops
• End User
• Customer
• Domain SME
• Implementation SME
• Tester
• Any stakeholder
Guideline & Tools
Stakeholders
Techniques
25. 4.5 管理關係人協同合作
Purpose
to encourage stakeholders to work towards a
common goal.
Description
Business analysis work lends itself to many
collaboration opportunities between groups of
stakeholders on the business analysis work products.
Managing stakeholder collaboration is an ongoing
activity
The more significant the impact of the change or its
visibility within the organization, the more attention is
directed to managing stakeholder collaboration
26. 管理關係人協同合作
Poor relationships causes detrimental effects
failure to provide quality information
strong negative reactions to setbacks and obstacles
resistance to change
lack of support for, and participation in, business
analysis work
business analysis information being ignored.
27. Input-Element-Output
3.2 Stakeholder Engagement Approach
3.5 BA Performance Assessment
.1 Gain Agreement on Commitments
.2 Monitor Stakeholder Engagement
.3 Collaboration
• Stakeholder Engagement
Inputs
Elements
Outputs
28. Output
Stakeholder Engagement
willingness from stakeholders to engage in business
analysis activities and interact with the business
analyst when necessary.
29. G&T-Stakeholders-Techniques
• Business Analysis Approach
• Business Objectives
• Future State Description
• Recommended Actions
• Risk Analysis Results
• Collaborative Games
• Lessons Learned
• Risk Analysis and Management
• Stakeholder List, Map, or Personas
• All stakeholders
Guideline & Tools
Stakeholders
Techniques