Architects of the new era often struggle with increased span of control, business focus and strategic responsibilities in the organization. The IT architecture discipline in 2013 is facing completely new set of challenge than what it used to address couple of years ago: architects are now focusing on how to help business units to respond in a way that creates business agility, drives better, faster and cheaper production (or delivery), and flows value in rapid cycles, while optimizing the strategy along the way. History of traditional IT Architecture is becoming legend, legend is turning into a myth; this session will help architects to transform so they maintain or increase their relevance in the modern industrialized IT-as-a-service world.
Business process analysis and optimization: A pragmatic approach to business ...Mozammel Hoque
The rapidly changing economic and socio-economic environment has led to think how to keep the business processes continuously optimized in highly uncertain and unexpected markets. This turbulent market situation has been brought two major challenges - Socio-cultural (Behavioral) challenge and Technical challenge (IT). The current industry practice and the academic researchers are trying to get out of this by looking the answer from the technology and business model end: “HOW” to manage the challenges of continuous change concentrating on flexibility and speed, maintainability and scalability, cost. Aftermath of it, there is numerous business process modeling techniques are being proposed by the researchers and the technology industry that well captures both approaches - Quantitative analysis: Objective Approach and Qualitative analysis: Subjective Approach though these approaches have its own drawback. (It is not the purpose of this seminar to enlighten on this drawback.) But, the socio-cultural challenge is ignored though our investigation reveals that Information behavior changes faster than information systems, which has driven us to work on it. Therefore, the aim of this seminar is to demonstrate how socio-cultural factors have significant impact, i.e. WHY IT MATTERS, on the success of business process optimization.
For a copy of this presentation - please email marketing@leonardo.com.au
Process Measurement is critical in ensure successful process based management
It needs to be aligned and based on your view of the organisation i.e. your process architecture
It is the means of governing process performance
It is the key enabler for demonstrating process change
It supports and it part of the ongoing nurturing of a process mindset – which includes a measurement friendly culture
Understanding and managing process performance i.e. measures improves the organisation’s process capability
LITA Executive Webinar with Niels Loader
Niels will share the insights gained in determining and implementing metrics within IT, particularly focusing on the metrics used in a Lean IT organization. He will focus on the key pitfalls and successful strategies for getting to the right metrics and making them work.
Architects of the new era often struggle with increased span of control, business focus and strategic responsibilities in the organization. The IT architecture discipline in 2013 is facing completely new set of challenge than what it used to address couple of years ago: architects are now focusing on how to help business units to respond in a way that creates business agility, drives better, faster and cheaper production (or delivery), and flows value in rapid cycles, while optimizing the strategy along the way. History of traditional IT Architecture is becoming legend, legend is turning into a myth; this session will help architects to transform so they maintain or increase their relevance in the modern industrialized IT-as-a-service world.
Business process analysis and optimization: A pragmatic approach to business ...Mozammel Hoque
The rapidly changing economic and socio-economic environment has led to think how to keep the business processes continuously optimized in highly uncertain and unexpected markets. This turbulent market situation has been brought two major challenges - Socio-cultural (Behavioral) challenge and Technical challenge (IT). The current industry practice and the academic researchers are trying to get out of this by looking the answer from the technology and business model end: “HOW” to manage the challenges of continuous change concentrating on flexibility and speed, maintainability and scalability, cost. Aftermath of it, there is numerous business process modeling techniques are being proposed by the researchers and the technology industry that well captures both approaches - Quantitative analysis: Objective Approach and Qualitative analysis: Subjective Approach though these approaches have its own drawback. (It is not the purpose of this seminar to enlighten on this drawback.) But, the socio-cultural challenge is ignored though our investigation reveals that Information behavior changes faster than information systems, which has driven us to work on it. Therefore, the aim of this seminar is to demonstrate how socio-cultural factors have significant impact, i.e. WHY IT MATTERS, on the success of business process optimization.
For a copy of this presentation - please email marketing@leonardo.com.au
Process Measurement is critical in ensure successful process based management
It needs to be aligned and based on your view of the organisation i.e. your process architecture
It is the means of governing process performance
It is the key enabler for demonstrating process change
It supports and it part of the ongoing nurturing of a process mindset – which includes a measurement friendly culture
Understanding and managing process performance i.e. measures improves the organisation’s process capability
LITA Executive Webinar with Niels Loader
Niels will share the insights gained in determining and implementing metrics within IT, particularly focusing on the metrics used in a Lean IT organization. He will focus on the key pitfalls and successful strategies for getting to the right metrics and making them work.
The Business Process Management overview presentation is a comprehensive walkthrough of what Business Process Management is and how you implement it at your company or your customer company. for more detail keep updating here : http//www.wesrch.com
In this business analysis training session, you will learn about Introduction to Business Analysis. Topics covered in this course are:
Introduction to Business Analysis
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/getting-started-with-business-analysis-fundamentals/
In this Business Analysis Training session, you will learn, basics of Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/foundation-level-business-analyst-training/
Developing an Acquisition Centre of Excellence for Effective Sourcing and Sup...Alan McSweeney
Acquisition skills are necessary to support move from in-sourcing to outsourcing of projects, solutions and services. Effective and appropriate sourcing allows organisations react quickly while reducing costs, ensuring repeatability and improving returns on sourcing activities. Acquisition includes sourcing of suppliers, defining services, awarding contracts to supplier agreements, managing the delivery of contracted services, Getting good at acquisition is a very worthwhile investment for any organisation. Acquisitions skills are essential for implementing sourcing strategy effectively. It ensures consistent and cost-effective outcomes from sourcing activities. Use CMMI for Acquisition maturity model structure to develop an acquisition capability programme. This provides a structured approach with a set of activities and tasks.
Introduction to Business Architecture - Part 2Alan McSweeney
The first part is available at: https://www.slideshare.net/alanmcsweeney/introduction-to-business-architecture-part-1.
This material describes conducting a specific business architecture engagement. The engagement process is generic and needs to be adapted to each specific application and use. The engagement is a formal process for gathering information and creating a new business function model based on an analysis of that information.
The objective is to create a realistic and achievable target business architecture to achieve the desired business change.
Business architecture is a structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology. Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives.
On the 23rd Nov 2015 the British Computer Society (BCS) Enterprise Architecture Specialist Group (which I co-chair) held a practitioners evening in London
Attached are my Introduction Slides - Setting context and introducing a EA Stack
Stopping Analysis Paralysis And Decision Avoidance In Business Analysis And S...Alan McSweeney
Analysis paralysis and decision avoidance occur all too frequently and commonly in the business and solution analysis and design process. It wastes time and money. Analysis paralysis occurs when you cannot escape the analysis stage – you are always looking for more information and for perfection. Decision avoidance and evasion occurs when there is a decision making request/response loop as there are seemingly endless requests for more information – there are always requests for more details, additional options and more clarifications.
There are two possible loops:
1. Analysis Loop – where analysis never finished. Analysis and design do not want to let go – always looking for perfection and want to retain ownership.
2. Decision/Analysis Loop – where decision making is deferred because of requests for more analysis. Fear of decision-making is masked by endless requests for more information and options.
You cannot avoid analysis but do not perform analysis is isolation without a business and solution context
The Conceptual Solution Architecture framework focusses on the core functional and system components of the solution. This enables effective decision-making on the available options implementation time-frames, implementation approaches and likely budget requirements.
Effective analysis and solution design minimise the Solution Space while maximising the size of Requirements Space encompassed within it.
You need to measure the progress of analysis and design and decision making to identify when progress is stalling.
The IT function needs to be a lens concentrating solution need onto solution options. It needs to successfully mediate between the business as the originator of a solution need and the solution provider, either internal or external or both. The IT function needs to be good at moving from analysis and option identification to an implementation decision quickly and effectively.
You need a systematic, structured and measurable approach to decision making. Decision making that follows a systematic approach is be more productive and results in better decisions.
In this Business Analysis Training session you will learn, Introduction to Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
Introduction to SDLC
• Requirement Analysis
• Design Phase
• Development Phase
• Testing Phase
• Release & Maintenance
Current Trends in BA
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analysis-fundamentals-with-hands-on-training/
The Toyota Way, also known as Lean, was born from hardship and survival. It is an approach that does not rely on the accidental fortunate circumstance of being in a positive business climate. The system that propelled Toyota to the top of the global automotive industry is designed to succeed in both good times and bad.
Lean thinking fundamentally changes the engagement model between IT and the business, challenging traditional relationships with staff,customers and partners.
This session, presented by a partnership between ThoughtWorks and KM&T, explains the Lean approach to challenges, continuous improvement, productivity, and quality, and how these principles can help you deliver high-value,high-quality software solutions to reduce operational costs, increase profitability, and survive.
With presenters bringing deep expertise from Toyota, Lean and Agile principles, learn how to:
-Identify and eliminate non-value adding work and cost (i.e., waste)
-Build quality into processes to remove unnecessary rework
-Apply Just-in-Time (JIT) principles to software delivery
-Build processes that optimise use of resources and productivity for the entire end-to-end value stream
-Engage everyone to continuously improve your team and practices
-Understand the differences between repetitive processes, product development and software development
Join us to discover how to do more with less.
»
»
»
»
»
»
BRISBANE
Tuesday 17 March, 2009
8am –- 9.30am
Hilton
190 Elizabeth Street, Brisbane
SYDNEY
Tuesday 24 March, 2009
8am –- 9.30am
Hilton
488 George Street, Sydney
MELBOURNE
Tuesday 31 March, 2009
8am –- 9.30am
Marriott
Cnr Exhibition & Lonsdale
Streets, Melbourne
PERTH
Tuesday 7 April, 2009
8am –- 9.30am
Hilton
14 Mill Street, Perth
A light buffet breakfast will be provided *
*
In this advanced business analysis training session, you will learn RPA. Topics covered in this session are:
• What is RPA?
• Making Office Productive
• Consequences
• Automation
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
This presentation leverages some content from others to give an overview of System and Software Architecture in general and an introduction into the fundamentals of the Iasa architecture model.
In this business analysis training session, you will learn introduction to Business Analysis. Topics covered in this course are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and Necessary Skills for a Business Analyst
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-hands-on-practice-with-real-life-templates/
In this Business Analysis Training, you will learn basics of Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and Necessary Skills for a Business Analyst
• Current Trends in BA
For more information, click on this link:
https://www.mindsmapped.com/courses/business-analysis/fundamentals-of-business-analysis/
Introduction to Business Analysis - Part 2Lakshmi-BA
In this business analysis training, you will learn basics of business analysis. Topics covered in this session are:
• Pre-Project Activity
• Reason for Project Initiation
• What is Business Analysis?
• Who are Business Analyst?
• Role
• Skills
• Responsibilities
• Knowledge areas
For more information, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analyst-training-for-beginners/
The Business Process Management overview presentation is a comprehensive walkthrough of what Business Process Management is and how you implement it at your company or your customer company. for more detail keep updating here : http//www.wesrch.com
In this business analysis training session, you will learn about Introduction to Business Analysis. Topics covered in this course are:
Introduction to Business Analysis
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/getting-started-with-business-analysis-fundamentals/
In this Business Analysis Training session, you will learn, basics of Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/foundation-level-business-analyst-training/
Developing an Acquisition Centre of Excellence for Effective Sourcing and Sup...Alan McSweeney
Acquisition skills are necessary to support move from in-sourcing to outsourcing of projects, solutions and services. Effective and appropriate sourcing allows organisations react quickly while reducing costs, ensuring repeatability and improving returns on sourcing activities. Acquisition includes sourcing of suppliers, defining services, awarding contracts to supplier agreements, managing the delivery of contracted services, Getting good at acquisition is a very worthwhile investment for any organisation. Acquisitions skills are essential for implementing sourcing strategy effectively. It ensures consistent and cost-effective outcomes from sourcing activities. Use CMMI for Acquisition maturity model structure to develop an acquisition capability programme. This provides a structured approach with a set of activities and tasks.
Introduction to Business Architecture - Part 2Alan McSweeney
The first part is available at: https://www.slideshare.net/alanmcsweeney/introduction-to-business-architecture-part-1.
This material describes conducting a specific business architecture engagement. The engagement process is generic and needs to be adapted to each specific application and use. The engagement is a formal process for gathering information and creating a new business function model based on an analysis of that information.
The objective is to create a realistic and achievable target business architecture to achieve the desired business change.
Business architecture is a structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology. Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives.
On the 23rd Nov 2015 the British Computer Society (BCS) Enterprise Architecture Specialist Group (which I co-chair) held a practitioners evening in London
Attached are my Introduction Slides - Setting context and introducing a EA Stack
Stopping Analysis Paralysis And Decision Avoidance In Business Analysis And S...Alan McSweeney
Analysis paralysis and decision avoidance occur all too frequently and commonly in the business and solution analysis and design process. It wastes time and money. Analysis paralysis occurs when you cannot escape the analysis stage – you are always looking for more information and for perfection. Decision avoidance and evasion occurs when there is a decision making request/response loop as there are seemingly endless requests for more information – there are always requests for more details, additional options and more clarifications.
There are two possible loops:
1. Analysis Loop – where analysis never finished. Analysis and design do not want to let go – always looking for perfection and want to retain ownership.
2. Decision/Analysis Loop – where decision making is deferred because of requests for more analysis. Fear of decision-making is masked by endless requests for more information and options.
You cannot avoid analysis but do not perform analysis is isolation without a business and solution context
The Conceptual Solution Architecture framework focusses on the core functional and system components of the solution. This enables effective decision-making on the available options implementation time-frames, implementation approaches and likely budget requirements.
Effective analysis and solution design minimise the Solution Space while maximising the size of Requirements Space encompassed within it.
You need to measure the progress of analysis and design and decision making to identify when progress is stalling.
The IT function needs to be a lens concentrating solution need onto solution options. It needs to successfully mediate between the business as the originator of a solution need and the solution provider, either internal or external or both. The IT function needs to be good at moving from analysis and option identification to an implementation decision quickly and effectively.
You need a systematic, structured and measurable approach to decision making. Decision making that follows a systematic approach is be more productive and results in better decisions.
In this Business Analysis Training session you will learn, Introduction to Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
Introduction to SDLC
• Requirement Analysis
• Design Phase
• Development Phase
• Testing Phase
• Release & Maintenance
Current Trends in BA
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analysis-fundamentals-with-hands-on-training/
The Toyota Way, also known as Lean, was born from hardship and survival. It is an approach that does not rely on the accidental fortunate circumstance of being in a positive business climate. The system that propelled Toyota to the top of the global automotive industry is designed to succeed in both good times and bad.
Lean thinking fundamentally changes the engagement model between IT and the business, challenging traditional relationships with staff,customers and partners.
This session, presented by a partnership between ThoughtWorks and KM&T, explains the Lean approach to challenges, continuous improvement, productivity, and quality, and how these principles can help you deliver high-value,high-quality software solutions to reduce operational costs, increase profitability, and survive.
With presenters bringing deep expertise from Toyota, Lean and Agile principles, learn how to:
-Identify and eliminate non-value adding work and cost (i.e., waste)
-Build quality into processes to remove unnecessary rework
-Apply Just-in-Time (JIT) principles to software delivery
-Build processes that optimise use of resources and productivity for the entire end-to-end value stream
-Engage everyone to continuously improve your team and practices
-Understand the differences between repetitive processes, product development and software development
Join us to discover how to do more with less.
»
»
»
»
»
»
BRISBANE
Tuesday 17 March, 2009
8am –- 9.30am
Hilton
190 Elizabeth Street, Brisbane
SYDNEY
Tuesday 24 March, 2009
8am –- 9.30am
Hilton
488 George Street, Sydney
MELBOURNE
Tuesday 31 March, 2009
8am –- 9.30am
Marriott
Cnr Exhibition & Lonsdale
Streets, Melbourne
PERTH
Tuesday 7 April, 2009
8am –- 9.30am
Hilton
14 Mill Street, Perth
A light buffet breakfast will be provided *
*
In this advanced business analysis training session, you will learn RPA. Topics covered in this session are:
• What is RPA?
• Making Office Productive
• Consequences
• Automation
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
This presentation leverages some content from others to give an overview of System and Software Architecture in general and an introduction into the fundamentals of the Iasa architecture model.
In this business analysis training session, you will learn introduction to Business Analysis. Topics covered in this course are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and Necessary Skills for a Business Analyst
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-hands-on-practice-with-real-life-templates/
In this Business Analysis Training, you will learn basics of Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and Necessary Skills for a Business Analyst
• Current Trends in BA
For more information, click on this link:
https://www.mindsmapped.com/courses/business-analysis/fundamentals-of-business-analysis/
Introduction to Business Analysis - Part 2Lakshmi-BA
In this business analysis training, you will learn basics of business analysis. Topics covered in this session are:
• Pre-Project Activity
• Reason for Project Initiation
• What is Business Analysis?
• Who are Business Analyst?
• Role
• Skills
• Responsibilities
• Knowledge areas
For more information, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analyst-training-for-beginners/
In this Business Analysis training session, you will learn about Introduction to Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
Introduction to SDLC
• Requirement Analysis
• Design Phase
• Development Phase
• Testing Phase
• Release & Maintenance
• Current Trends in BA
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/business-analysis-training-for-beginners-as-per-babok-v3/
In this Business Analysis training session, you will learn about basics of Business Analysis. Topics covered in this session are:
• Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
• Introduction to SDLC
• Requirement Analysis
• Design Phase
• Development Phase
• Testing Phase
• Release & Maintenance
• Current Trends in BA
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-with-hands-on-practice/
Session 01 - Introduction to Business AnalysisOmkarBA
In this session you will learn:
Introduction to Business Analysis
What is a Project?
Business Process – What and Why?
Who is a Project Manager?
Who is a Business Analyst?
What is Business Analysis and why is it important?
Roles, Responsibilities and necessary Skills for a Business Analyst
Introduction to SDLC
Requirement Analysis
Design Phase
Development Phase
Testing Phase
Release & Maintenance
Current Trends in BA
It is focusing on behalf of Digtialleverage Consulting Services providing Business Development Services by using Technologies in an appropriate manner at a right time in right place.This can offer as on-Site or offshore model.
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
All About Business Analyst Becoming a successful BAZaranTech LLC
We are the leaders in providing Role-Specific training and e-learning solutions for individuals and corporations. Our curriculums are based on real-time job functions as opposed to being product-based.specialized and innovative global expert IT Training and Consulting services
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.
How the relationship with a BUsiness Analyst is important in all phases of a project and how a Project Manager can use this relationship to be successful
End to End business analysis prior to Agile, sprint-driven build explained with work products and deliverables that contracts require. Role of business analyst in each workflow explained in detail.
Devoteam itsmf 2021 - from business automation to continuous value-driven i...itSMF Belgium
The race for enterprise business process digitalization is raging. IT is often left behind as enterprise budgets for innovation are shifting towards business teams.
During this session, we will present the challenges and our field-tested approaches to catch-up and how to take this opportunity to create new app factories. All the while using low-code and RPA platforms.
You will discover how to capture business demands, and create an operating model for your IT department to stay in control of the applications being deployed, while bringing value at speed.
2021 09-30 service cost tracking and internal chargebackitSMF Belgium
Ideally, the ITSM application should be able to offer senior management an overview of the cost of each service that the organization makes available to its employees. These services are, after all, the tools that the employees rely on to be successful and a lot of money is spent on them. Being able to generate a breakdown of the costs by service is an important first step toward controlling these costs. How this can be done in a service management application is explained in the first part of this presentation.
The second part focuses on the next step: breaking down the service costs by customer. This allows an organization to charge back the costs of services to the departments that use them. Most organizations struggle with internal chargeback, but it is relatively straightforward to do this efficiently and more precisely using the service management application.
To be wicked or not, that is the question (A take on Complexity Thinking)
Our world is at times complex, sometimes simple, then complicated and every now and then chaotic. And we (try to) live and thrive/survive in it. Did you know you can take this back to your professional life? Did you know that each of these ‘states’ require a different approach to manage it? During this session, Ilse Van den Berckt will elaborate on these different states described in the Cynefin framework<br>of David Snowden and what their impact is on daily life. Eddy Peters, president of the Belgian itSMF chapter, will connect them to the world of the digital.
One sneak peak of what is to come : if you think you know what holistic comprises, think again…
Can two families, so different in their attitude and behaviour, create a happy marriage? This is the story of how they met, married and what happened next. It was a rough engagement period and the parents were not happy when at the prospect. But love wins! Or does it?
Last year in May, where we could do what we liked and Covid19 was not even a word, the itSMF organized an event to review ITIL4 and how it positioned itself in the agile service management world. For those who joined, I said that all the information shared was based on the ITIL4 foundation input. Since then, a lot has happened. Also in the world of ITIL4. Axelos released 4 more specialist and strategist titles and 35 practice titles.
It gave the possibility to revisit the initial understanding, challenge it and extending it to the level I am at today. I also said that when time is right, I would share my insights.
So if you want that in depth review of how Axelos has reinvented ITIL and how for me, this evolution of ITIL is as disruptive as the market we are in today, mark in your agenda : 26th of November from 17:30 until 19:00
What can you expect from this indepth session on ITIL4? We will start off with a short recap of the foundation, so even people not really familiar with the basic ins and outs can follow the session.
After that introduction, the 4 core volumes added as part of the managing professional will be reviewed and connected to the ITIL4 operating model. We will investigate how each of the volumes adds tools and guidance, allowing a service driven organisation to become the best version of itself.
Personally it has been a discovery journey which took and still takes time to grasp the potential. I hope that by the end of the session, some of the insights might be of use in your own service management evolution journey.
Eddy Peters
2 grips itsmfbe - siam the future of outsourcing - 12112019itSMF Belgium
WHY DO WE HEAR SO MUCH ABOUT “CUSTOMER JOURNEYS”?
MORE IMPORTANTLY, WHAT CAN WE DO WITH IT?
FROM A PRACTICAL POINT OF VIEW, HOW CAN WE BUILD A CUSTOMER JOURNEY USING CUSTOMER EMOTIONS AND TOUCHPOINTS?
AN ENTIRE ECOSYSTEM REVOLVES AROUND CUSTOMER JOURNEYS TO BETTER UNDERSTAND CUSTOMER AS WELL AS USER AND EMPLOYEE EXPERIENCE. HAVING A CLEAR VIEW OF HOW PEOPLE FEEL AND REACT GIVES YOU A REAL ADVANTAGE TO ADDRESS CHANGES AND KNOW WHICH DIRECTION TO TAKE TO MAKE YOUR BUSINESS GROW.
LET’S GET AWAY FROM OPERATIONAL AND FOCUS ON HUMAN BEINGS FOR THE TIME OF THIS EVENT….
WELCOME TO THE JOURNEY!
DELPHINE IS A YOUNG WOMAN CERTIFIED IN CUSTOMER EXPERIENCE MANAGEMENT.
SHE HAS MADE CUSTOMER, USER AND EMPLOYEE EXPERIENCE HER CAREER LEITMOTIV.
FOR THE PAST FIVE YEARS, SHE HAS BEEN INTRODUCING BEST PRACTICES IN DIFFERENT COMPANIES, OPENING MINDS TO ALTERNATIVE WAYS TO MAKE CUSTOMERS, USERS AND EMPLOYEES HAPPY TO DRIVE BUSINESS RESULTS.
AS A CERTIFIED CUSTOMER IMMERSION EXPERIENCE INSTRUCTOR FOR MICROSOFT OFFICE 365, SHE IS ALSO A BIG FAN OF “NEW WAYS OF WORKING”.
The launch of ITIL4 revived Axelos presence in the Service Management scene. Although it is only the foundation material, it gives a good indication of the direction the latest framework version wants to guide you on your service management journey.
In this session, we will review how ITIL positioned itself in the new Service Management world. Both the new and renewed concepts will be analysed. What is that SVS all about? Will the SVC be supportive enough in your daily practice? And what about the openness towards other models? Does agile really fit in? Can ITIL and DevOps connect
VeriSM was received with great enthusiasm because it gave a concept how different frameworks, approaches, resources, etc. can be combined and applied, not just for IT but for every service provider in the organisation. With ‘VeriSM: unwrapped and applied' organizations and professionals get practical guidance in making digital transformation a reality.
VeriSM helps organisations to embrace "digital" and provides organisations with practical guidance on how to digitally optimise or digitally transform. Although the subject is a digital world, VeriSM is about business and not only IT. It’s about how an organisation in its totality can survive and thrive in a brave new "digital" world!
VeriSM was received with great enthusiasm because it gave a concept how different frameworks, approaches, resources, etc. can be combined and applied, not just for IT but for every service provider in the organisation. With ‘VeriSM: unwrapped and applied' organizations and professionals get practical guidance in making digital transformation a reality.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
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Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
2. 2
Agenda
1 What is Business Analysis?
2 How can Business Analyst make an impact on projects?
3 The main activities of Business Analyst in the different phases of a project lifecycle
4. Business Analysis is…
Solution (Output of the project & business benefit)
Identification and management of requirements (with stakeholders)
Evaluation of an organization’s needs
4
Source: PMI Professional in Business Analysis (PMI-PBA)FAQs, http://www.pmi.org/~/media/PDF/Certifications/PMI-PBA_FAQs_v2.ashx, read 23/03/15
5. What is a project?
“A temporary organization that aims to deliver a new product or service”
5
6. The Business Analyst
• Communicates with stakeholders
• Conducts stakeholder analysis
• Gathers/elicit business requirements
• Evaluates solution performance
• Verifies whether the end product meets the
stakeholder needs
• In charge of dispatching work package + refine
requirement + cost estimation ( CAPEX /
OPEX)
The project manager
• Responsible for project success of failure
• Identifies stakeholders
• Manages entire project lifecycle
• Ensures activities meet project requirements
• Communicates across project
6
The differences between a business analyst and a project manager
7. Origins of Business Analysis
Companies have undertaken information technology (IT) projects to sustain and adopt new
technologies.
major problems or opportunities can arise and change becomes the only way to survive
an IT project might be riskier than people think
What can go wrong with IT project?
Schedule (tight deadlines / no deadlines)
Features (bugs, too limited, too much)
Lack of Resources (High Costs, developers ..)
Stakeholders (unavailability, agenda mismatch, different personalities, communication etc.)
7
8. Why are Business Analysts Important?
8
52%
38%
10%
Large Projects > 1 M USD
Challenged Failed Successful
20%
4%
76%
Small Projects < 1 M USD
Challenged Failed Successful
Successful: delivered on time, on budget, with required features and functions
Challenged: late, over budget, and/or with less than the required features and functions
Failed: cancelled prior to completion or delivered and never used
Source: http://www.immagic.com/eLibrary/ARCHIVES/GENERAL/GENREF/S130301C.pdf
9. Why are Business Analysts important?
9
20%
50%
30%
Systems’ Features Use
Often Used Hardly to never used
Sometimes / infrequently
74
59
69
Time
Cost
Feature
0 20 40 60 80
Projects Overruns
Small Projects
Introduction to Business Analysis
Source: http://www.immagic.com/eLibrary/ARCHIVES/GENERAL/GENREF/S130301C.pdf
11. Key drivers for BA projects
Political
•Brexit effect
•Internationalization
to growth markets
Economical
•Low GDP Growth
•Fintechs
•Alternative lending
platforms
•Growing SRI
•Rising inflation
•Centralization into
main offices
•Improve cost
efficiency
•Client focus
Social
•Increasing
involvement of
women
•Increased value of
CSR
•Increased flexibility
of workforce
•Collaboration
platforms
•Teleworking
Technological
•Digitalization
•Biometric
authentication
•IoT
•RPA
•Open API
•Blockchain
•Cybersecurity
•Mobility / BYOD
•Cloud
Legal
•PSD2
•MIFID II
•KYC
•GDPR
•Basel III
Environmental
•Low carbon
economy
•Supporting of
green technologies
Presentation title11
12. The Business Analyst is the bridge between the business and the IT
12
Easing the
communication
Translating
technical or IT
issues
Transmitting
business
requirements
to the
development
team
16. The Agile methods vs traditional methods
* System Development lifecycle
16
AGILE SDLC TRADITIONAL SDLC*
User requirements Iterative acquisition
Detailed user requirements are
well-defined before
coding/implementation
Rework cost Low High
Development
direction
Readily changeable Fixed
Testing On every iteration After coding phase completed
Customer
involvement
High Low
Extra quality
required
for developers
Interpersonal skills and
basic business
knowledge
Nothing in particular
Suitable project
scale
Low to medium scaled Large-scaled
17. Description of the pros and cons of the different SDLC models
17
Waterfall model
Pros
Clear requirement before development
starts
Phase completion in specified period of
time
Easy implementation of this linear model
Primary phase of documentation to follow
for the quality of the development
Clear separation between responsibilities
Cons
No implementation of requirement changes
in the current development process
Problems linked to a development phase
rose after the phase is signed off (badly
structured system)
V-model
Pros
Highly disciplined model (suited for critical
projects)
Completion of phases one at a time
Tailored for smaller projects where
requirements are very well understood.
Specific deliverables and review process
for each phase
Cons
Very rigid and costly flexibility
Requires an update of the requirements
documents and test documentation if
changes occurs
Not proposed for short-term projects
Agile
Pros
Ability to respond to the changing
requirements of the project
No guesswork between the development
team and the business users – they work in
the same team, together
Face-to-face communication and continuous
input from the business users
Cons
Difficulties to judge the efforts and the time
required for the large project in the SDLC
Required senior developers
Risk of Agile standalone (vs other
infrastructure projects)
18. Different levels of Business Analysis
Strategic
Analysis
Tactical
Analysis
Operational
Analysis
18
Enterprise Architecture
Enterprise Analysis
Market Research
Business Intelligence
Management Consulting
Business Value
Product Owner
IT Business Analysis
Decision Analysis and
Business Rules
User Experience
Change Management
Product Management
Process Analysis
Production Support
21. Role of a BA in project lifecycle
1. Project initiation
2. Business analysis
3. Use modelling techniques
4. Validate deliverables
5. Development follow up & testing
21
23. Project initiation
23
• A clear and finalised project scope will form the basis of business analysis
Define the project scope
• Identify the departments & processes that may be impacted by the project
Define the impact of the project on the organisation
• Are the basis of business/user requirements
• Understand the business challenges
• Identify stakeholders
Assess the business needs
24. Elicit requirements
24
Key skills:
Active listening
Questioning
Problem solving
Negotiating
Communicating
Elicitation
Drawing out
necessary
information from
stakeholders
Documenting
clear
requirements
Enabling the
solution
development and
implementation
Elicitation
session
A clear and
simple objective
must be met
Allow adequate
time
Only involve
relevant
stakeholders
Elicitation
techniques
Workshops
Interviews,
Brainstorming
25. Documenting and prioritizing requirements
25
The MoSCoW methodolgy to prioritizing requirements
• Identify essential requirement
• Enables to manage expectations
Validate documented
requirements =>
Key skills:
Presentation skills,
documentation skills,
technical background
A baseline for stakeholders to officially
confirm their needs
A basis for further analysis of the required
solution
Input for the IT team and other contributors
Basis for further documentation (Ex: user
manuals, training)
26. 26
The MoSCoW method
Should Have
Could have
Would be nice to have
Must have
• Identify essential requirement
• Enables to manage expectations
31. Analyse business requirements - Alternatives
31
•What is the current situation in my organization ?
Description of the as-is situation
•What must be the future situation for my organization?
Description of the to-be situation
•analysis of the steps needed to move from the as-is situation to the to-be situation
Fit/gap analysis
•A contraint is any limitation or restriction on possible solutions. Constraints can be business or technical-related.
•An assumption is a factor that is believed to be true with no actual proof.
•A risk is an uncertain event that may or may not occur and which may have a negative impact on the
project/solution if the risk occurs.
Constraints/Assumptions & Risks
35. Prepare tests
Test plan
assumptions
schedules
roles and
responsibilities
scopetools
environment
deliverables
35
• Test scenarios: the
projected course of
action (What & How
to test?)
• Test cases: derived
from the scenarios
(why testing?)
36. Test environment
36
• The test environment is composed of the different systems and interactions, based on a
software and a set of data that simulate the existing system
• Is customer specific
• To roll out a test environment the DTAP method can be followed. It consists in a 4 steps
approach :
Development
Testing
Acceptance
Production
37. Business testing – Types of tests
37
Unit testing
(or FUT) :
• smallest part of the application that can be tested, like e.g. functions, classes,
procedures, interfaces
Integration
testing :
• tests on the interfaces, interactions of components that make up the system
System
testing :
• verify globally that the system delivers specification and purpose (can be
functional or non functional)
User
acceptance
• tests (or Customer acceptance tests) : testing by the End User of the application
on a real set of data (after correction of defects)
38. Execute tests & Logging and follow-up defects
Description
of the Issue
by the
Business &
User
Logging
Defect in
Test
Management
Tool
Follow-up &
Tracking Test
Manager
38
Logging of
test results
Comparison
of expected
vs actual
results
Reporting
incidents/def
ects
Retesting
fixed bugs
40. Validation of deliverables
• Validation
Ensure completeness of documents
Ensure correctness of documents
Obtain agreement from stakeholders
• Acceptance
Obtain agreement from stakeholders to move to next phase
40
41. Planning business transition activities
41
Development & Planning of training activities
Creation/update of standard operating procedures
Completion or update of work instructions
Coordination of the planned release with other on-going or upcoming activities
Assurance that the business is ready to accept the changes
Coordination of any interruption of the business
Prepare pilot (in production)
42. Preparation for go-live, project handover and aftercare
42
• Change is moving from current state to future desired state
• BA role is to facilitate & involve all the stakeholders within the project
• Communicating decisions & the updated processes/flow from previous phases projects
• Adapt communication focus on internal and external parties (e.g: marketing communication /
manage resistance )
• transfer knowledge to target right audience & communicate clearly training objectives
Manage
organizational
changes
Prepare
internal and
external
communication
Organize
training for
operational
teams
By and large, projects fail because there is a “lack of adequate involvement” and “problems in communication” ., the business analyst can mitigate the rate of failure and thus will reduce both common issues in those two areas
Identify improvement opportunities for business operations and processes
Create solutions
Reduce waste
Complete project on time
Improve efficiency
Document the right business needs and requirements
Conception : The client organization is responsible for the creative processes in identifying possible ideas for project and their feasibility is determined
Planning : The project team planned and designed a method to achieve the project idea
Production : The plans are monitored and executed
Handover : The finished project is handed over to the client for use
Utilization : The client makes use of the finished project products
Closedown : Dismantling of the project at the end of its useful life
- The waterfall model : is a traditional and sequential design process, often used in software development, in which progress is seen as flowing steadily downwards (like a waterfall) through the phases of requirements gathering, design, implementation, testing and maintenance.
- Agile software development : is a methodology based on iterative and incremental development. The phases within the development lifecycle are often reexamined using customer feedback.
- The V-model : The biggest change consists of the planning of a product testing phase in parallel with a corresponding phase of development.
During the initiation phase, the project life cycle starts with an idea or a concept that has to be evaluated.
The proposal contains a business need or develops a business problem that requires a business change.
The business analyst role can include:
Defining the scope
Preparing an Impact Analysis
MoSCoW = Must Have, Should Have, Could Have, Won’t Have
Tip: Importance of a glossary in the BA doc
A well written requirement should be
Unambiguous, precise, consistent, correct, measurable, traceable, testable
Business specifications and deliverable
1. Functional requirements deal with what the system should do or provide for users
2. Non-functional requirements describe the environmental conditions under which the solution needs to be effective or the qualities which are expected from the system (performance, availability, maintainability, security…
3. Technical requirements :
- Wireframes describing the user interface
- Screen mockups illustrating the user interface screen
- Data models
- Detailed process flow (e.g. activity diagrams, data flow diagrams)
A use case diagram is used to summarize the relationships between use cases, actors, and systems
An activity diagram :
Illustrating flow of activities
Can include: different decision paths, …
Has a defined start and finish point
Graphical notation of organizational business processes
Commonly used notation: BPM Notation composed by the following elements:
Lanes and pools
Start and end events
Activities
Sequence flows & Messages flow
Sub processes
Intermediate events
Gateways
Data objects
The below characteristics point towards a good case :
Complete template
Descriptive and specific
Reusable
Atomic
A data set is based on the requirements and according to the contents :
No data
Valid data set
Invalid data set
Boundary condition data set
Performance, Load and stress testing
The goal of testing is to validate a system or solution proposal in terms of response to a business need
It implies the evaluation by stakeholders of an As-Is situation compared to a To-Be solution
(RPO)
The first step in the defect lifecycle is the logging into a test management system. This requires accurate description of the issue by the business, and follow-up by a test manager.
The lifecycle covers all phases that lead the defect from logging to closing
It implies defect tracking processes
It can be one of the following statuses : New, assign, open, test, verified, closed, reopened, rejected, deferred
Prioritization is the order in which we should resolve a defect. It is set by the tester and refined by the BA.
The handover means the end of the project
Importance of educating the user about the new product/service