This slideshow highlights the need to budget adequate time and resources to the requirements management process early in the project execution lifecycle and the importance of a mature requirements management process to ensure project success.
BASIS Quality Forum Presents
“Poor Business Analysis -The Culprit of IT project Failure”
The Problem Statement
Statistics on Project success rate
Finding the reason : the Culprit
The solutions
The stakeholders role
Ecosystem of a successful Project
The document discusses benchmarking, which involves identifying and adapting outstanding processes from other organizations to improve performance. It defines benchmarking and describes different types, including strategic, performance, process, functional, internal, and external benchmarking. Benchmarking comparisons, frameworks, sources of information, outcomes, and industry practices are outlined. Examples are given of companies that significantly improved through benchmarking, such as Xerox increasing sales 152-328% and Marriott improving guest check-in by 500%. Best practices from highly admired companies are also discussed.
This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0
A process maturity model for requirements engineeringIan Sommerville
The REAIMS process maturity model provides a framework for assessing and improving an organization's requirements engineering processes. It consists of three levels - initial, repeatable, and defined - based on the extent to which basic, intermediate, and advanced good practices are used. The model was developed to address limitations of other models like CMM in assessing requirements engineering. Assessment involves scoring organizational usage of practices against a checklist to determine the current maturity level and identify areas for improvement.
ASC 606: Accounting for Contracts with Customers, transforms the way all companies recognize revenue for the sale of goods and services. The implementation of the new standard impacts processes, people and systems for all sectors of the organization from the accounting and finance team to legal and human resources.
Justine Jacob, Senior Manager and Jordan Scheiderer, Director from MorganFranklin Consulting, have spent the last three years assisting public and private companies assess and implement ASC 606 and transform their revenue recognition processes. In this webinar they'll discuss the new standard, share lessons learned from previous implementations and identify the key areas of impact throughout the organization.
"7-S's for Success" Framework- Key Success Factors for Program Success-(From ...ociwins
Key Success Factors for Programs that Leverage IT- The “7-S for Success” Framework
A framework of critical success factors for large scale government IT projects
Discussion by former senior government leaders led by Jim Williams and Pat Schambach of Schambach & Williams Consulting.
Managing Up and Out
1. Stakeholder Commitment and Collaborative Governance
2 Skilled Program Manager and Team
3. Systematic Program Reviews
Managing Across and Down
4. Shared Technology and Business Architecture
5. Strategic, Modular, and Outcomes-Focused Acquisition Strategy
6. Software Development that is Agile
7. Security and Performance Testing Throughout
This document discusses project selection and portfolio management. It begins by outlining various analysis tools used for project selection like PEST analysis, SWOT analysis, and Porter's Five Forces model. It then discusses strategic planning processes like defining a vision, mission, strategic objectives, and aligning project portfolios to strategic goals. Various frameworks for analyzing markets and industries are presented, including using PEST, SWOT, and Porter's Five Forces to evaluate opportunities and threats. The importance of assessing an organization's ability to successfully perform projects is also highlighted.
Driving Innovative IT Metrics (Project Management Institute Presentation)Joe Hessmiller
Most project managers focus on the 'backward looking' cost, quality and schedule performance data. But, the success of the project is driven by conditions that are seldom monitored, and almost never systematically. This talk is about what those conditions area and the "forward looking" metrics needed.
BASIS Quality Forum Presents
“Poor Business Analysis -The Culprit of IT project Failure”
The Problem Statement
Statistics on Project success rate
Finding the reason : the Culprit
The solutions
The stakeholders role
Ecosystem of a successful Project
The document discusses benchmarking, which involves identifying and adapting outstanding processes from other organizations to improve performance. It defines benchmarking and describes different types, including strategic, performance, process, functional, internal, and external benchmarking. Benchmarking comparisons, frameworks, sources of information, outcomes, and industry practices are outlined. Examples are given of companies that significantly improved through benchmarking, such as Xerox increasing sales 152-328% and Marriott improving guest check-in by 500%. Best practices from highly admired companies are also discussed.
This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0
A process maturity model for requirements engineeringIan Sommerville
The REAIMS process maturity model provides a framework for assessing and improving an organization's requirements engineering processes. It consists of three levels - initial, repeatable, and defined - based on the extent to which basic, intermediate, and advanced good practices are used. The model was developed to address limitations of other models like CMM in assessing requirements engineering. Assessment involves scoring organizational usage of practices against a checklist to determine the current maturity level and identify areas for improvement.
ASC 606: Accounting for Contracts with Customers, transforms the way all companies recognize revenue for the sale of goods and services. The implementation of the new standard impacts processes, people and systems for all sectors of the organization from the accounting and finance team to legal and human resources.
Justine Jacob, Senior Manager and Jordan Scheiderer, Director from MorganFranklin Consulting, have spent the last three years assisting public and private companies assess and implement ASC 606 and transform their revenue recognition processes. In this webinar they'll discuss the new standard, share lessons learned from previous implementations and identify the key areas of impact throughout the organization.
"7-S's for Success" Framework- Key Success Factors for Program Success-(From ...ociwins
Key Success Factors for Programs that Leverage IT- The “7-S for Success” Framework
A framework of critical success factors for large scale government IT projects
Discussion by former senior government leaders led by Jim Williams and Pat Schambach of Schambach & Williams Consulting.
Managing Up and Out
1. Stakeholder Commitment and Collaborative Governance
2 Skilled Program Manager and Team
3. Systematic Program Reviews
Managing Across and Down
4. Shared Technology and Business Architecture
5. Strategic, Modular, and Outcomes-Focused Acquisition Strategy
6. Software Development that is Agile
7. Security and Performance Testing Throughout
This document discusses project selection and portfolio management. It begins by outlining various analysis tools used for project selection like PEST analysis, SWOT analysis, and Porter's Five Forces model. It then discusses strategic planning processes like defining a vision, mission, strategic objectives, and aligning project portfolios to strategic goals. Various frameworks for analyzing markets and industries are presented, including using PEST, SWOT, and Porter's Five Forces to evaluate opportunities and threats. The importance of assessing an organization's ability to successfully perform projects is also highlighted.
Driving Innovative IT Metrics (Project Management Institute Presentation)Joe Hessmiller
Most project managers focus on the 'backward looking' cost, quality and schedule performance data. But, the success of the project is driven by conditions that are seldom monitored, and almost never systematically. This talk is about what those conditions area and the "forward looking" metrics needed.
Transition, Transformation, Program, PMBOK, Prince 2, Roles & Responsibilities, Stakeholder Communication / Relationship Building, Assessment, As Is ~ To Be
EFS Facilities Services Group | Performance ManagementTariq Chauhan
The document discusses performance management in facilities management. It defines performance management and outlines the strategic lifecycle from establishing goals to measuring outcomes. It addresses current challenges around operations, financial issues, and sustainability. It proposes evolving traditional approaches to focus more on outcomes through partnerships and hybrid contracts. The balanced scorecard framework is presented as a way to holistically measure performance from multiple perspectives.
EFS Facilities Services Group | Performance ManagementTariq Chauhan
The document discusses performance management in facilities services. It proposes a framework with key components and measurement tools to address current challenges. The framework includes operational management, service management, risk management, productivity/efficiencies, work environment, innovation, and culture. A case study defines sample service level agreements (SLAs) for mechanical, electrical, and plumbing repairs categorized as emergency, urgent, and routine with response time targets. The framework aims to establish a balanced, strategic approach to performance measurement.
The document presents a framework and methodology for vendor selection. It includes an agenda that outlines objectives to develop a scalable and adaptable vendor selection process with templates and documents. Key deliverables include a process flow map, methodology documents, and templates for requirements, statements of work, and vendor scoring. Metrics, challenges, and two success stories using the framework are also summarized.
The document outlines key aspects of understanding requirements for projects. It discusses:
1) Why requirements are important for achieving better solutions, lower costs, and improved implementation and adoption.
2) Factors to consider when choosing solutions like timescales, costs, risks.
3) The role of requirements in proposals, guiding solutions, pricing projects, and determining acceptance.
4) Ensuring milestones are met through tools like stakeholder identification, requirements gathering, and change management processes.
5) Common causes of delays like failing to prioritize, ignoring stakeholders, and complex undefined relationships.
The document provides an overview of cause and effect analysis and how it can be used to push teams beyond surface-level symptoms to uncover potential root causes of problems. It defines causes and effects and outlines tools like the 5 whys technique and fishbone diagrams that can help identify specific root causes. The document also provides examples of questions to consider for different potential sources of variation like materials, machines, manpower, methods, and measurements. It describes using a cause and effect matrix to relate process steps to inputs and outputs in order to determine where to focus improvement efforts.
The document discusses the planning phase of the systems development lifecycle (SDLC). It covers the tasks involved in conducting a preliminary investigation to assess the feasibility of a proposed IT project, including:
1) Defining the scope and constraints of the project.
2) Gathering facts through techniques like interviews, documentation reviews, and user surveys.
3) Analyzing data on the usability, costs, benefits, and schedule to evaluate operational, technical, economic and schedule feasibility.
4) Creating a fishbone diagram to investigate the causes of problems.
The goal is to study the systems request and make a recommendation to management in a preliminary investigation report.
Kpi examples types of key performance indicatorsPreeti Bhaskar
The document provides examples of key performance indicators (KPIs) in different areas including revenue, cost, process cycle time, customer satisfaction, business processes, service level agreements (SLAs), service quality, efficiency, compliance and budgets. It lists specific KPIs that could be measured for each area such as percentage of processes completed on time, average process age, number of complaints received, and cycle time from request to delivery. The document also discusses indices that can be used for KPIs like tolerating, frustrated and satisfied times.
Maintenance Leading and Lagging Key Performance Indicators (KPIs)Ricky Smith CMRP
“It is not possible to manage what you cannot control and you cannot control what you cannot measure!” (Peter Drucker)
Performance measurement is a fundamental principle of management. The measurement of performance is important because it identifies current performance gaps between current and desired performance and provides indication of progress towards closing the gaps. Carefully selected key performance indicators identify precisely where to take action to improve performance.
This paper deals with the identification of key performance indicators for the maintenance function, by first looking at the ways that maintenance performance metrics relate to manufacturing metrics. Since performance measurements for maintenance must include both results metrics and metrics for the process that produces the results, this document presents a representation for the business process for maintenance. The document then identifies typical business process and results metrics that can be used as key performance indicators for the maintenance function.
In this business analysis training, you will learn Gap Analysis. Topics covered in this session are:
• GAP Analysis
• Basic Process
• Stages
• Feasibility Study
• What is Feasibility Study?
• Why?
• Types
• ROI
• Feasibility Matrix
• Example
For more information, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analyst-training-for-beginners/
The document discusses various methods for measuring corporate performance, including return on equity, return on assets, economic value added, and accounting rates of return. It provides examples of using these metrics to analyze the performance of Sainsbury, a UK supermarket chain, over several years. Specifically:
1) Return on equity, return on assets, margins, and liquidity ratios like current ratio declined for Sainsbury from 2011 to 2012, indicating weaker performance.
2) Metrics like asset turnover and inventory turnover remained relatively stable, suggesting working capital efficiency did not change significantly.
3) Accounting income only considers operating costs and not capital costs, so economic value added is a better measure as it incorporates the full cost
This document contains information about conducting a root cause analysis, including an overview, framework, tools, and examples. It discusses why root cause analysis is important for problem prevention and issue resolution. The document provides a case study example and asks readers to identify potential root causes for deficiencies in an audit. It also lists some common categories and examples of root causes, such as corporate culture, customers, people, and processes. Tools mentioned for root cause analysis include SIPOC, flowcharting, fishbone diagrams, and the 5 whys technique.
Integrated Performance Management starts with a strategy
Strategy starts with a Balanced Scorecard with measures needed to assess if the performance processes and plans are actually delivering the planned performance
The document discusses benchmarking, which is comparing business processes and performance metrics to those of best-in-class competitors or other organizations. It defines benchmarking and explains why organizations conduct it, including to reduce costs, increase productivity, and establish action plans. The document outlines benchmarking steps such as process mapping, data collection, analysis, and adapting findings. It provides tips for successful benchmarking and warns of potential mistakes like having an insufficient scope.
The document discusses how NASA Ames Research Center OCIO developed a process to prioritize projects based on organizational goals. It leverages GAO best practices to select projects through screening, ranking, and determining phases. Projects are evaluated using a scorecard across criteria of cost, value, risk, and intangibles. This ensures the most important projects are identified and resources are allocated effectively. The prioritization process and scorecard methodology provide transparency and clarity on project priorities.
Project Procurement Management involves processes to purchase or acquire products, services or results from outside the project team. It includes three main processes: Plan Procurements, Conduct Procurements, and Control Procurements. Plan Procurements involves documenting procurement decisions, specifying the approach, and identifying potential sellers. Conduct Procurements obtains seller responses, selects a seller, and awards a contract. Control Procurements manages procurement relationships, monitors contract performance, and makes changes as needed.
Chapter 6 Information System-Critical Success FactorSanat Maharjan
Critical success factors (CSFs) are the key elements that must be addressed well for an information systems (IS) project or organization to succeed. Nearly 80% of IS projects fail due to going over budget and schedule without achieving their goals. Identifying CSFs can help organizations avoid such failures by focusing on a few crucial factors like top management support, user participation, clear objectives, adequate training, and effective implementation. CSFs benefit organizations and managers by helping to prioritize information needs, align IS strategy with business goals, and justify important projects.
Requirements = Scope, BA World Bengaluru 2011Craig Brown
In May 2011 I presented this discussion of why project scope is driven by requirements, how requirements change is inevitable, and how that makes good project estimates very difficult.
I then present one useful technique for managing this challenge.
Transition, Transformation, Program, PMBOK, Prince 2, Roles & Responsibilities, Stakeholder Communication / Relationship Building, Assessment, As Is ~ To Be
EFS Facilities Services Group | Performance ManagementTariq Chauhan
The document discusses performance management in facilities management. It defines performance management and outlines the strategic lifecycle from establishing goals to measuring outcomes. It addresses current challenges around operations, financial issues, and sustainability. It proposes evolving traditional approaches to focus more on outcomes through partnerships and hybrid contracts. The balanced scorecard framework is presented as a way to holistically measure performance from multiple perspectives.
EFS Facilities Services Group | Performance ManagementTariq Chauhan
The document discusses performance management in facilities services. It proposes a framework with key components and measurement tools to address current challenges. The framework includes operational management, service management, risk management, productivity/efficiencies, work environment, innovation, and culture. A case study defines sample service level agreements (SLAs) for mechanical, electrical, and plumbing repairs categorized as emergency, urgent, and routine with response time targets. The framework aims to establish a balanced, strategic approach to performance measurement.
The document presents a framework and methodology for vendor selection. It includes an agenda that outlines objectives to develop a scalable and adaptable vendor selection process with templates and documents. Key deliverables include a process flow map, methodology documents, and templates for requirements, statements of work, and vendor scoring. Metrics, challenges, and two success stories using the framework are also summarized.
The document outlines key aspects of understanding requirements for projects. It discusses:
1) Why requirements are important for achieving better solutions, lower costs, and improved implementation and adoption.
2) Factors to consider when choosing solutions like timescales, costs, risks.
3) The role of requirements in proposals, guiding solutions, pricing projects, and determining acceptance.
4) Ensuring milestones are met through tools like stakeholder identification, requirements gathering, and change management processes.
5) Common causes of delays like failing to prioritize, ignoring stakeholders, and complex undefined relationships.
The document provides an overview of cause and effect analysis and how it can be used to push teams beyond surface-level symptoms to uncover potential root causes of problems. It defines causes and effects and outlines tools like the 5 whys technique and fishbone diagrams that can help identify specific root causes. The document also provides examples of questions to consider for different potential sources of variation like materials, machines, manpower, methods, and measurements. It describes using a cause and effect matrix to relate process steps to inputs and outputs in order to determine where to focus improvement efforts.
The document discusses the planning phase of the systems development lifecycle (SDLC). It covers the tasks involved in conducting a preliminary investigation to assess the feasibility of a proposed IT project, including:
1) Defining the scope and constraints of the project.
2) Gathering facts through techniques like interviews, documentation reviews, and user surveys.
3) Analyzing data on the usability, costs, benefits, and schedule to evaluate operational, technical, economic and schedule feasibility.
4) Creating a fishbone diagram to investigate the causes of problems.
The goal is to study the systems request and make a recommendation to management in a preliminary investigation report.
Kpi examples types of key performance indicatorsPreeti Bhaskar
The document provides examples of key performance indicators (KPIs) in different areas including revenue, cost, process cycle time, customer satisfaction, business processes, service level agreements (SLAs), service quality, efficiency, compliance and budgets. It lists specific KPIs that could be measured for each area such as percentage of processes completed on time, average process age, number of complaints received, and cycle time from request to delivery. The document also discusses indices that can be used for KPIs like tolerating, frustrated and satisfied times.
Maintenance Leading and Lagging Key Performance Indicators (KPIs)Ricky Smith CMRP
“It is not possible to manage what you cannot control and you cannot control what you cannot measure!” (Peter Drucker)
Performance measurement is a fundamental principle of management. The measurement of performance is important because it identifies current performance gaps between current and desired performance and provides indication of progress towards closing the gaps. Carefully selected key performance indicators identify precisely where to take action to improve performance.
This paper deals with the identification of key performance indicators for the maintenance function, by first looking at the ways that maintenance performance metrics relate to manufacturing metrics. Since performance measurements for maintenance must include both results metrics and metrics for the process that produces the results, this document presents a representation for the business process for maintenance. The document then identifies typical business process and results metrics that can be used as key performance indicators for the maintenance function.
In this business analysis training, you will learn Gap Analysis. Topics covered in this session are:
• GAP Analysis
• Basic Process
• Stages
• Feasibility Study
• What is Feasibility Study?
• Why?
• Types
• ROI
• Feasibility Matrix
• Example
For more information, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analyst-training-for-beginners/
The document discusses various methods for measuring corporate performance, including return on equity, return on assets, economic value added, and accounting rates of return. It provides examples of using these metrics to analyze the performance of Sainsbury, a UK supermarket chain, over several years. Specifically:
1) Return on equity, return on assets, margins, and liquidity ratios like current ratio declined for Sainsbury from 2011 to 2012, indicating weaker performance.
2) Metrics like asset turnover and inventory turnover remained relatively stable, suggesting working capital efficiency did not change significantly.
3) Accounting income only considers operating costs and not capital costs, so economic value added is a better measure as it incorporates the full cost
This document contains information about conducting a root cause analysis, including an overview, framework, tools, and examples. It discusses why root cause analysis is important for problem prevention and issue resolution. The document provides a case study example and asks readers to identify potential root causes for deficiencies in an audit. It also lists some common categories and examples of root causes, such as corporate culture, customers, people, and processes. Tools mentioned for root cause analysis include SIPOC, flowcharting, fishbone diagrams, and the 5 whys technique.
Integrated Performance Management starts with a strategy
Strategy starts with a Balanced Scorecard with measures needed to assess if the performance processes and plans are actually delivering the planned performance
The document discusses benchmarking, which is comparing business processes and performance metrics to those of best-in-class competitors or other organizations. It defines benchmarking and explains why organizations conduct it, including to reduce costs, increase productivity, and establish action plans. The document outlines benchmarking steps such as process mapping, data collection, analysis, and adapting findings. It provides tips for successful benchmarking and warns of potential mistakes like having an insufficient scope.
The document discusses how NASA Ames Research Center OCIO developed a process to prioritize projects based on organizational goals. It leverages GAO best practices to select projects through screening, ranking, and determining phases. Projects are evaluated using a scorecard across criteria of cost, value, risk, and intangibles. This ensures the most important projects are identified and resources are allocated effectively. The prioritization process and scorecard methodology provide transparency and clarity on project priorities.
Project Procurement Management involves processes to purchase or acquire products, services or results from outside the project team. It includes three main processes: Plan Procurements, Conduct Procurements, and Control Procurements. Plan Procurements involves documenting procurement decisions, specifying the approach, and identifying potential sellers. Conduct Procurements obtains seller responses, selects a seller, and awards a contract. Control Procurements manages procurement relationships, monitors contract performance, and makes changes as needed.
Chapter 6 Information System-Critical Success FactorSanat Maharjan
Critical success factors (CSFs) are the key elements that must be addressed well for an information systems (IS) project or organization to succeed. Nearly 80% of IS projects fail due to going over budget and schedule without achieving their goals. Identifying CSFs can help organizations avoid such failures by focusing on a few crucial factors like top management support, user participation, clear objectives, adequate training, and effective implementation. CSFs benefit organizations and managers by helping to prioritize information needs, align IS strategy with business goals, and justify important projects.
Requirements = Scope, BA World Bengaluru 2011Craig Brown
In May 2011 I presented this discussion of why project scope is driven by requirements, how requirements change is inevitable, and how that makes good project estimates very difficult.
I then present one useful technique for managing this challenge.
This HIBBS presentation provides background on how to assess the value of a medical informatics solution, explains implementation issues with regard to rolling out any type of electronic medical record system, and mentions points that will help ensure the successful implementation of a medical informatics solution.
Learning Objectives:
Assess the value of a medical informatics solution
Be aware of issues associated with the rolling out of any type of electronic medical record system
Explain what is necessary for a successful implementation of a medical informatics solution
This document provides guidance on creating effective use cases. It defines a use case as a short story about product use that answers who, what, where, how, and why questions. It then provides examples of use cases and recommends using brainstorming techniques like deferring judgment and encouraging wild ideas to generate 20 new use cases within 20 minutes. Specifically, it suggests writing or drawing each use case on a post-it note and putting them on a board. Finally, the document instructs listing all created use cases in a table to validate the top 5-7 for further analysis.
The document discusses the challenges and opportunities of e-assessment for learning, including balancing constructivist learning approaches with institutional reliability needs. It provides examples of formative and summative computer-assisted assessment tools and strategies across various subjects. The findings suggest that formative assessment may not significantly improve outcomes but has potential with further optimization of assessment strategies.
This handout explains the motivations, approach, and impact of the African Health Open Educational Resources Network (http://www.oerafrica.org/healthoer).
This case study was provided as a handout at ICTD2012 at this workshop: http://ictd2012.org/opensessions/306.
This presentation is licensed under a Creative Commons Attribution 3.0 license http://creativecommons.org/licenses/by/3.0/.
This document discusses desirable features for simulation software. It identifies general capabilities like modeling flexibility, ease of use, and debugging aids as important. Hardware/software considerations and statistical capabilities are also important factors. Good animation, documentation, customer support, and output reports are desirable as well. Flexibility, ease of use, statistical tools, and visualization are key aspects to consider in choosing simulation software.
PowerStory - a better way to define requirements and test casesPowerStory
PowerStory - a better way to define requirements and test cases. This presentation gives q quick overview of powerstory and also highlights its integration with Team Foundation Server (TFS)
Conducting needs assessments is important to determine what changes are needed in behavior, attitudes, or performance and how those changes can be achieved. A needs assessment should use multiple methods like surveys, observations, focus groups and interviews to get a full picture. This provides triangulation by using diverse, overlapping evidence. The needs assessment should identify the expected costs and benefits of any solutions. Reporting the results to stakeholders is key so they understand what changes are expected and how those changes will be implemented.
The document provides an overview of using use cases to define requirements for a system. It outlines the agenda for a workshop on use cases, which will cover actors and goals, preconditions and triggers, scenarios, extensions, extension use cases, and other requirements. It also introduces a case study on a degree management system that will be used throughout the workshop.
This short document promotes the creation of presentations using Haiku Deck, an online presentation tool. It displays three stock photos and suggests that the reader may be inspired to create their own Haiku Deck presentation. A brief call to action encourages the reader to get started making a presentation on SlideShare.
The document outlines the six easy steps to conducting an effective needs assessment: 1) perform a gap analysis to identify strengths, weaknesses, and skills gaps; 2) identify priorities and importance; 3) collect appropriate data through interviews; 4) analyze the data; 5) provide feedback on performance and training needs; and 6) develop an action plan. The needs assessment process determines if training is needed to improve performance and informs the design of the training program.
This document discusses needs assessment for a media center collection. It provides definitions of needs assessment and how it is used to identify the needs of a local population to help plan and deliver appropriate services. It also discusses how needs assessment involves both formal and informal processes to understand gaps between current and desired states of a collection, programs, or services. Quantitative and qualitative methods are used to assess how well a library meets user needs to help improve performance.
The document discusses requirements gathering and management methodology. It defines methodology as a body of practices used in a discipline. Requirements methodology captures, synthesizes, verifies and manages customer requirements. There are two key outputs: an objectives and requirements specification and an optional functional specification. The methodology involves gathering, analyzing, reviewing, assessing, capturing and changing requirements. It should be used anytime a project has customer requirements and be tailored to each specific project.
The document introduces the concept of "anti-statistics", which are statistics that distort or misrepresent underlying data rather than provide insight. Good statistics summarize data in a way that preserves information and enables insights, while anti-statistics distort the data or promote misinterpretation. The document provides examples of descriptive statistics and how to analyze them in the context of the data to derive meaningful insights, rather than just reporting obscure or misleading statistics. Interpreting statistics requires understanding the characteristics of the underlying data distribution.
Alliance session 4373 risk management from on premise to the cloud – a foc...Smart ERP Solutions, Inc.
The document discusses risk management strategies for moving from on-premise to cloud environments. It summarizes technologies like a Risk Management Cloud service that can streamline internal control assessments and automate tasks for external certifications. It also discusses on-premise options like a Smart Segregation of Duties tool embedded within PeopleSoft that can perform proactive and detective segregation of duties scanning with interactive reports and dashboards. The presentation aims to help organizations manage controls and risks within their ERP systems more effectively.
The Voice of the Business (VoB) vs Voice of the Customer (VoC)
What is the VoC? What does it mean for my business?
Understand exactly the drivers behind the needs and wants of your customers and learn how to measure them the Six Sigma way
The document provides instructions for a technical writing assignment to design a website or app. It includes an example worksheet with problem statements, objectives, and goals for improving the slidesharing platform Slideshare. The problem statements identify a lack of editing tools, limited presentation features, and offline access issues. The objectives target providing editing tools and improving system stability. The goals are to gather monthly user feedback and track weekly system performance. Potential benefits include reduced errors, more users, positive feedback, and efficient information processing.
Regulatory Affairs Outsourcing Considerations and ModelsPaul Kuiken
I present a number of issues which are being considered by all organisations in the healthcare, pharmaceutical, biotechnology, and clinical sectors. I presented this to an audience at an outsourcing summit and have tailored this to a more general audience.
I am happy to receive your comments and provide your insights to whether you agree or not with my points or to hear from you regarding your experiences of outsourcing in whatever sector you are interested in.
The document discusses the challenges organizations face in consistently applying project management and methodology. It proposes a managed service approach using experienced project managers and a single project management methodology and toolset. This approach provides rapid benefits through quick consolidation of existing project data and integration of industry processes. Key benefits include faster time to benefit, focus on core missions, improved planning and management, and ultimately improved project success rates.
This document summarizes a book about managing change in IT outsourcing from the service provider perspective. It discusses research showing that providers often struggle with sustainable performance for clients over time. The book examines factors that influence sustainable performance, such as organizational structure, capabilities, and adapting to changing client needs. It presents findings on issues during the transition phase, benefits of customizing structures while standardizing back-office functions, the importance of client knowledge, and keys to dynamic fit and long-term adaptability. Measuring holistic performance over multiple years and including the client perspective were found to positively impact sustainable results.
IT departments face pressure to improve business value by accelerating new applications while maintaining existing systems, which consume most resources. Outsourcing maintenance and development can help manage costs and resources to support current systems while enabling new initiatives for competitive advantage. While in-house teams still manage higher-level tasks, outsourcing arrangements are structured partnerships where vendors assume responsibility for delivery of business value from outsourced services, as measured by performance metrics in service level agreements. Both benefits and risks must be considered in planning and contracting for outsourced work.
NUR 350 Journal Guidelines and Rubric Journal ac.docxvannagoforth
NUR 350 Journal Guidelines and Rubric
Journal activities in this course are private between students and the instructor. These journal assignments will serve as a personal reflection on your knowledge
and experience relating to healthcare.
Guidelines for Submission: When writing journal assignments, include evidence-based sources as well as your own reflections on the topic. Use APA
formatting for references and in-text citations. Submit journal assignment as a Word document.
Critical Elements Exemplary (100%) Proficient (88%) Needs Improvement (75%) Not Evident (0%) Value
Knowledge of Topic Meets “Proficient” criteria and
offers great insight about the
topic that is under
consideration
Clearly articulates what is
known about the topic under
consideration
Articulates what is known
about the topic under
consideration, but lacks clarity
and detail of content
Does not articulate what is
known about the topic under
consideration
40
Organization of
Subject Matter
Meets “Proficient” criteria and
offers keen insight about
content, strengths and
weaknesses of the topic, and
the conclusions that are drawn
Logically organizes the topic,
offering relevant commentary
on strengths and weakness;
draws clear conclusions that
are reflective of the topic
Organizes the topic around
strengths and weaknesses and
draws conclusions, but with a
lack of logical presentation
and problems with clarity in
conclusions
Does not organize the topic
logically and does not present
clear conclusions
25
Use of Evidence-
Based Sources
Meets “Proficient” criteria and
offers more detail pertaining
to the references that are used
in the journal assignment; APA
formatting is correct
Provides references from at
least two evidence-based
sources that are relevant and
current to the topic, within
five years; uses correct APA
formatting for reference and
in-text citations
Provides limited references
and the sources are not
current or relevant to the
topic; APA formatting contains
errors
Does not provide evidence-
based sources that are
relevant and current to the
topic; no references are cited
and no APA formatting used
25
Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented
in a professional and easy-to-
read format
Submission has no major
errors related to citations,
grammar, spelling, syntax, or
organization
Submission has major errors
related to citations, grammar,
spelling, syntax, or
organization that negatively
impact readability and
articulation of main ideas
Submission has critical errors
related to citations, grammar,
spelling, syntax, or
organization that prevent
understanding of ideas
10
Earned Total 100%
TYPES OF PROJECT REVIEWS Some of the common project reviews include:
Project go/no-go review. The purpose of this review is to assess the project need; the des ...
Importance of requirement assurance in product selectionMaveric Systems
This presentation highlights the importance of having well documented requirements in place and highlights the important role of requirements in the various stages of product selection process.
Sucessful BPO Through Technology EnablementACTIVE Network
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When implemented successfully, business process outsourcing can transform areas of an organization from being a financial burden to being a highly-valued profit center.
Market Volatility Considerations for Scale-up Stage Tech Companies in 2023 - ...Dave Litwiller
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Many organizations struggle with implementing process improvement. A key enabler is the skill of the change agent. This presentation examines the core skills and concepts needed to be an effective change agent.
A Research Paper On Customer Satisfaction Evaluation ProcessTracy Drey
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The document provides an overview of a project management presentation on SAP CRM implementations and upgrades. It discusses various aspects of managing an SAP CRM project including project initiation, planning, functional and technical execution, change management, and training. It emphasizes the importance of project management techniques, tools, and lessons learned from previous SAP CRM projects.
The document discusses software requirement engineering. It begins by introducing the software development life cycle (SDLC) and its phases. It then discusses why requirement engineering (RE) is important, noting that many project failures are due to issues with requirements gathering and documentation. The document outlines the root causes of project success and failure according to a study, which found the top three factors were lack of user input, incomplete requirements, and changing requirements. Finally, it defines what a requirement is and discusses the sub-disciplines of requirements development including elicitation, analysis, specification, and validation.
Similar to Importance of early project requirements definition (20)
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This document discusses challenges with user acceptance testing and how a model-based testing tool called Testac addresses these challenges. It provides an overview of the Testac design process, which involves defining product, transaction, and other rules from domain knowledge and then generating test scenarios and run plans from these rules through its scenario generation algorithm. This helps ensure comprehensive test coverage, eliminates duplication, and aids in execution planning and prioritization. The document outlines how Testac achieves benefits like an independent verification basis, objective coverage assessment, and a way for business users to engage with the testing process.
The document discusses Critical Functionality Testing (CFT), an early testing approach that focuses on critical application functions before User Acceptance Testing (UAT). CFT aims to identify defects in important areas like critical workflows, interfaces, batch processes and reports. It helps ensure UAT runs smoothly by resolving issues upfront and provides metrics on critical function stability. The benefits of CFT include lower costs from finding defects earlier, reduced UAT effort, and informed prioritization for development teams. A case study demonstrates how CFT helped a client meet tight timelines for an insurance system implementation while maintaining quality.
Standards models for setting up a robust t co-eMaveric Systems
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This document summarizes the services offered by Maveric Systems to help companies with technology-led business transformations. It provides assurance services across requirements, applications, and programs. It focuses on banking, insurance, and telecom verticals, and has expertise in solutions like Temenos T24, Oracle, and Finacle. Maveric aims to build quality and predictability into processes to enhance functionality, usability, and performance for its clients.
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Maveric - Automation of Release & Deployment ManagementMaveric Systems
This paper highlights
why automation
platforms for
application release and
deployment are
becoming increasingly
vital for global
enterprises and
explores the specific
requirements of such a
platform in order for it
to prove beneficial,
effective and offer a
substantial return on
investment.
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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Importance of early project requirements definition
1.
2. • A reason why the requirements management
process tends to be often unstructured with a
relatively shorter duration is because it is
primarily viewed as a documentation activity.
• It is also seen to only have a supportive role
in the context of broader project execution.
• The underlying assumption (albeit an
incorrect one) is that there will be little material
impact even if the requirements process is
rushed through or that requirements can be
detailed out subsequently without any adverse
impact on the project.
• This paper highlights the need to budget
adequate time and resources to the
requirements management process early in the
project execution lifecycle and the importance
of a mature requirements management process
to ensure project success.
Introduction :
3. • The quality and capability of the requirements management process followed in an
organization can be essentially measured through the functional effectiveness of project
implementation and whether the same was achieved within the defined budgetary and
time limits.
• Studies conducted to assess the relationship between an organization’s requirements
management process maturity and the success of projects indicate a strong correlation.
• Moreover, there is statistical evidence of improvement in project performance metrics as
an organization moved up the requirements maturity chain (IAG Consulting, 2009).
• The lack of complete detailed requirements and a change management plan are
considered to be the most common causes of project failure (Oberg, Probasco, & Ericsson,
2000).
Some Key Metrics :
4. Some Key Metrics :
Requirements Discovery and Management Maturity of Organization.
Source: Business Analysis Benchmark, 2009
5. Some Key Metrics :
• The amount of time and effort an organization spends at the requirements stage varies
based on the size and complexity of the concerned project, but typically this is predicted to
lie around the 10% mark.
• However, this proportion tends to be on a much higher side when only projects that
achieved business expectations within the initial estimates of cost and schedule are
considered.
• A sample study in the telecommunication and banking industries indicated that most
successful projects spent 28% of their resources on requirements management (Hofmann
& Lehner, 2001).
6. Some Key Metrics :
Requirements Effort versus Total Project Effort (Personnel Strength).
Source: Hofmann & Lehner, 2001
7. Requirements Management in Product Selection Context :
• An aspect especially relevant in a product selection scenario is the strong preference
clients may have towards particular products and vendors.
• The consequent impact in such a situation is that product selection dictates requirements
definition and refinement rather than business requirements directing product selection
and implementation.
• Product biases may often be influenced by economic considerations, but it is more likely
that such not so well thought out choices may actually hurt even financially when a slightly
longer time horizon is considered.
• It is true that in most instances, requirements cannot be fully defined at the beginning of
the project and that may lead to some unwillingness to devote serious time on carefully
drafting out a comprehensive requirements document.
• What is most necessary in this case is avoidance of a rigid insistence at the outset for a
final version and agreeing upon a basic criterion to move the work ahead without
compromising on the quality of effort spent on requirements investigation.
8. Requirements Management in Product Selection Context :
• What this means is that requirements management in general and more particularly in a
product selection context ought to be really well discussed out, and the views of all
potential parties that may be impacted by the new product have to be factored in.
• It is obvious that multiple stakeholders bring the need to investigate diverse business
aspects, constraints and perspectives; so some critical pain areas need to be identified,
agreed upon and prioritized for resolution.
• Moving beyond the internal considerations, an external evaluation of the organization’s
ability is also essential and then a business case for further course of action may be built
around the organization’s unique strengths and weaknesses.
• The importance of having a comprehensive requirements package prior to product
selection is covered in full detail in Maveric’s Point Of View titled “Importance of
Requirements Management in the Product Selection Process”.
9. Requirements Management in Product Selection Context :
• The next step in the requirements management lifecycle is building further upon the
agreed scope and needs to identify specific players who will co-ordinate on various aspects
– business, technical and administrative.
• The requirements gathered may have to be refined through additional questionnaires
and interviews and the channels and protocol for multiple rounds of communication must
be clear.
• The point that needs to be emphasized here is every bit of energy expended at this stage
is worth it because of its potential to prevent huge rework at a later point.
10. Pitfalls of Improper Requirements Management Process :
• An improperly and arbitrarily conducted requirements analysis process may not only
lead to non-fulfillment of functionality due to inaccurate choices of products and
implementation mechanisms but also cause significant budget overruns.
• Studies indicate that about 70% of quality related defects are introduced at the
requirements and design stage but a majority are detected only at user acceptance stage
leading to a sharp credibility question (Hewlett-Packard, 2008).
• Such delayed realization may lead to more than 50% higher redevelopment and
maintenance costs (IAG Consulting, 2009).
• It is no surprise then that organizations at a higher requirements maturity level
outperform peers significantly on the return on assets (ROA) parameter.
12. The Importance of Non-Functional Requirements :
• One of the key aspects of requirements definition that gets overlooked is non-functional
requirements (also referred to as “ancillary requirements” by author Mr. Murali
Chemuturi).
• Key aspects include performance, scalability and reliability related requirements.
• When non-functional requirements are being specified, it is important to ensure that
future business needs are factored in and the right stakeholders are involved in this
process.
• While business users would be best positioned to weigh in on performance and
scalability related requirements, portfolio and enterprise architects should be roped in to
provide their views on other aspects including reliability and backup related features.
13. Conclusion :
• Finally, it is important to underline that a mature requirements management process
and excellent requirements analysts together only can form the potent mix to lay the
foundation of successful achievement of business goals.
• A deficiency in either process or people is a setback, and both these facets need the
support of a strong intent to devote time and energy.
• Requirements management is not just a static documentation exercise but an
evolutionary activity that needs a committed, structured and dynamic approach.
14. Bibliography :
• Hewlett-Packard. (2008). Reducing risk through requirements-driven quality
management: an end-to-end approach. Hewlett-Packard Development Company, L.P.
• Hofmann, H., & Lehner, F. (2001). Requirements Engineering as a Success Factor in
Software Projects. IEEE Software.
• IAG Consulting. (2009). Business Analysis Benchmark.
• Oberg, R., Probasco, L., & Ericsson, M. (2000). Applying Requirements Management with
Use Cases. Rational Software Corporation.