This document discusses business analysis methodologies and frameworks. It defines a methodology as describing who performs what tasks using what inputs to produce what outputs, when, how, and why. A framework is described as a partially completed solution with options for completion. The document outlines the Unified Methodology Architecture (UMA) components of roles, tasks, inputs, outputs, processes, and guidance. It presents a business analysis framework that maps requirements from business objectives to technical requirements. Finally, it discusses how methodologies and frameworks can be customized based on factors like competency levels and technique complexity.
Ever wonder what a robust, well-formed and fully articulated methodology should look like? We've used our Methodology Framework to provide you an real-world (and free!) example.
Overview of the IT4IT tooling market in 2022.
Key trends in the IT4IT / DevOps tooling market are:
- Strategic portfolio management / portfolio backlog management (scaling agile on the enterprise level integrating with Enterprise architecture and Application / Product Portfolio Management)
- On-line collaboration & communication tools supporting team of team planning, problem solving, etc.
- Value stream management (an emerging tooling category) providing visibility across the end-to-end IT value streams
- Multi-cloud discovery & visibility on usage, costs and compliance
- Integrating DevOps tool chain (e.g. CICD pipeline) with the ITSM platform and CMDB
- Integrating security, risk and compliance management into the DevOps tool chain
- AIOps and observability management, consoliding metrics, logs, events mapped to a real-time service model
- Security operations, integrating security monitoring, vulnerability scanning, etc. into end-to-end detect to correct value streams
- Enterprise Service Management (ITSM vendors providing omni-channel services across IT, HR, Facilities, Finance, etc.)
- Leveraging AI/ML in various capabilities such test management, security operations, incident management, etc.
- Sustainability management integrated in IRM/GRC platforms
And last but not least:
- Service / Product portfolio management (managing the portfolio of service/applications, supporting product centric operating models, linked to business capabilities, product owners and teams)
The document discusses strategic management concepts including strategies, strategic management, corporate strategies, types of corporate strategies, and Porter's Five Forces model. It defines strategies as a plan for how an organization will compete and achieve its goals. Strategic management is what managers do to develop an organization's strategies. Corporate strategies specify the businesses and industries an organization operates in. The types of corporate strategies discussed are growth, stability, and renewal strategies. Porter's Five Forces model analyzes the competitive forces in an industry.
The document discusses software architecture, including its definition, types of architectures, views, and documentation. It defines software architecture as the fundamental organization of a system, including its components, relationships, and design principles. The document outlines different types of architectures like business, technical, and enterprise architectures. It also discusses common architecture views used in frameworks like RUP, RM-ODP, and DODAF. Finally, it covers architecture documentation and modeling techniques.
ITIL 4 service value chain data flows (input and outputs)Rob Akershoek
This document provides an overview of the inputs and outputs between activities in the IT service value chain. It shows that all activities engage with external parties, obtain new resources, plan, and improve. Key inputs include requirements, requests, incidents and feedback from customers and users. Outputs include improvement initiatives, status reports, and delivered services and components. The value chain aims to design, deliver, and support products and services based on strategic plans and customer needs.
The chapter outline summarizes the key topics to be covered in Chapter 4 including: the nature of internal audits and how they assess the strengths and weaknesses across an organization's functional areas; the resource-based view of analyzing internal resources as a source of competitive advantage; how organizational culture can integrate with or inhibit strategy; the core functions of management and their importance at different stages of strategic management; and how internal audits obtain information from different functional areas like marketing, finance, and operations.
The document summarizes key concepts from Chapter 3 of the textbook Strategic Management: Concepts & Cases. It discusses performing an external assessment of the industry environment through an external audit. This involves analyzing factors such as economic, social, technological and competitive forces. Tools like the External Factor Evaluation Matrix and Competitive Profile Matrix are presented to help evaluate opportunities and threats in the external environment. The five forces model of competition is also introduced to analyze industry rivalry, potential new entrants, substitute products, supplier power and buyer power.
Ever wonder what a robust, well-formed and fully articulated methodology should look like? We've used our Methodology Framework to provide you an real-world (and free!) example.
Overview of the IT4IT tooling market in 2022.
Key trends in the IT4IT / DevOps tooling market are:
- Strategic portfolio management / portfolio backlog management (scaling agile on the enterprise level integrating with Enterprise architecture and Application / Product Portfolio Management)
- On-line collaboration & communication tools supporting team of team planning, problem solving, etc.
- Value stream management (an emerging tooling category) providing visibility across the end-to-end IT value streams
- Multi-cloud discovery & visibility on usage, costs and compliance
- Integrating DevOps tool chain (e.g. CICD pipeline) with the ITSM platform and CMDB
- Integrating security, risk and compliance management into the DevOps tool chain
- AIOps and observability management, consoliding metrics, logs, events mapped to a real-time service model
- Security operations, integrating security monitoring, vulnerability scanning, etc. into end-to-end detect to correct value streams
- Enterprise Service Management (ITSM vendors providing omni-channel services across IT, HR, Facilities, Finance, etc.)
- Leveraging AI/ML in various capabilities such test management, security operations, incident management, etc.
- Sustainability management integrated in IRM/GRC platforms
And last but not least:
- Service / Product portfolio management (managing the portfolio of service/applications, supporting product centric operating models, linked to business capabilities, product owners and teams)
The document discusses strategic management concepts including strategies, strategic management, corporate strategies, types of corporate strategies, and Porter's Five Forces model. It defines strategies as a plan for how an organization will compete and achieve its goals. Strategic management is what managers do to develop an organization's strategies. Corporate strategies specify the businesses and industries an organization operates in. The types of corporate strategies discussed are growth, stability, and renewal strategies. Porter's Five Forces model analyzes the competitive forces in an industry.
The document discusses software architecture, including its definition, types of architectures, views, and documentation. It defines software architecture as the fundamental organization of a system, including its components, relationships, and design principles. The document outlines different types of architectures like business, technical, and enterprise architectures. It also discusses common architecture views used in frameworks like RUP, RM-ODP, and DODAF. Finally, it covers architecture documentation and modeling techniques.
ITIL 4 service value chain data flows (input and outputs)Rob Akershoek
This document provides an overview of the inputs and outputs between activities in the IT service value chain. It shows that all activities engage with external parties, obtain new resources, plan, and improve. Key inputs include requirements, requests, incidents and feedback from customers and users. Outputs include improvement initiatives, status reports, and delivered services and components. The value chain aims to design, deliver, and support products and services based on strategic plans and customer needs.
The chapter outline summarizes the key topics to be covered in Chapter 4 including: the nature of internal audits and how they assess the strengths and weaknesses across an organization's functional areas; the resource-based view of analyzing internal resources as a source of competitive advantage; how organizational culture can integrate with or inhibit strategy; the core functions of management and their importance at different stages of strategic management; and how internal audits obtain information from different functional areas like marketing, finance, and operations.
The document summarizes key concepts from Chapter 3 of the textbook Strategic Management: Concepts & Cases. It discusses performing an external assessment of the industry environment through an external audit. This involves analyzing factors such as economic, social, technological and competitive forces. Tools like the External Factor Evaluation Matrix and Competitive Profile Matrix are presented to help evaluate opportunities and threats in the external environment. The five forces model of competition is also introduced to analyze industry rivalry, potential new entrants, substitute products, supplier power and buyer power.
Master Thesis Research - The Effect of Alliances on Innovation - Robin Oduber...Robin Oduber✔
Short introduction of the purpose and context of the research on the potential effect of alliances on business unit innovation (US-version).
If you are an alliance manager or responsible manager for alliance partner relations and you are willing to participate in this research by filling in a self-completion questionnaire, please feel free and welcome to contact me.
With kind regards,
Robin Oduber
student MSc. Business Administration - Rotterdam School of Management - Erasmus University
This document presents a usability test plan for the Optima learning management system (LMS). It aims to understand if Optima provides enough functionality and ease of use for users to achieve their study goals. The researcher will design and conduct a usability test to identify any usability problems students encounter when using the Optima LMS. The test plan will include defining test objectives, participant profiles, methodology, tasks and scenarios. Results will then be analyzed and recommendations provided to Optima developers to improve the user experience. Over 200 educational institutions currently use Optima, however its slow growth compared to other LMSs could be due to usability issues, which this study seeks to identify.
Procurement process outsourcing how it worksTutelam .
Tutelam Procurement Process Outsourcing Services Value Creation through Cost saving initiatives in Procurement function:
1.Process Improvement : Spend Categorization,Spend Visibility, Vendor Rationalization and Contract management.
2.Consolidation :Tail Spend Management, Category and Indirect Spend Consolidation.
For Support Contact info@tutelam.com visit us www.tutelam.com
Core presentation for MSC Business Improvement: Improving strategic
procurement & SCM risk management. 26 November 2009
This e-mail may include confidential information and is solely for the use by the intended recipient(s). If you have received this e-mail in error please notify the sender immediately. You must not disclose, copy, distribute or retain any part of the email message or attachments. Views and opinions expressed by the author are not necessarily those of the organisation.
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The methodology involves four iterative stages: 1) Inception to scope KPIs, processes, and approach. 2) Planning categorizes processes and develops execution plans. 3) Design and implementation. 4) Rollout and control. The planning stage assesses process outsourcing, IT systems, quality, sequence, and reengineering to categorize stages and develop execution plans. The methodology aims to incrementally improve KPIs and processes across the organization through iterative stages.
Proposal for e-Procurement System for Developing CountryGuisun Han
This proposal is about an e-Procurement system for developing country and its contents are following.
Ⅰ. Background
Ⅱ. Introduction
Ⅲ. Prerequisites
Ⅳ. Configuration
Ⅴ. Major Functions
Ⅵ. Investment Cost Analysis
Ⅶ. Conclusion
You can get more details thru the link.
With my regards,
Guisun Han
This chapter discusses sourcing decisions in supply chain management. It covers key topics like supplier scoring and assessment, selection methods like auctions and negotiations, designing contracts to improve performance and availability, and procurement processes. Effective sourcing can lower costs through scale, coordination, and flexibility. Contracts must balance incentives between buyers and suppliers to reduce distortion while improving profits. Sourcing analysis and supplier portfolio management can enhance strategic decision making.
Improving Enterprise Performance using a Business Process Improvement DisciplineNathaniel Palmer
This document summarizes an initiative to improve the acquisition processes across the Federal Acquisition Service (FAS) of the U.S. General Services Administration (GSA) using business process improvement techniques. A project management team was formed to map the "as-is" acquisition processes, identify gaps, and develop improved "to-be" processes aligned with information technology systems. Common process improvement teams involving representatives from different FAS business lines were established. The goals are to streamline acquisition workflows, increase integration and data sharing between systems, and quantify benefits such as reduced cycle times and non-value added work.
There are different types of relationships that can exist in a supply chain. An integrated hierarchy is where a firm controls all activities from raw material sourcing to distribution. A semi-hierarchy is where firms are owned by the same parent company but operate independently. Co-contracting involves long-term alliances between organizations through equity sharing or technology transfers. Coordinated contracting uses sub-contractors for specific tasks. Coordinated revenue links include licensing and franchising agreements.
Business Process Improvement (BPI 7) Process Training ModuleFrank-G. Adler
The Business Process Improvement (BPI 7) Methodology Training Module v2.0 includes:
1. MS PowerPoint Presentation including 127 slides covering our seven-steps Business Process Improvement Methodology.
2. MS Word Process Measure Definition Worksheet
3. MS Word Activity Assessment Worksheet
4. MS Word Change Management Worksheet
5. MS Word Process Management Worksheet
Business Process Improvement - Doing the right things effectively and efficie...Simon Misiewicz
Optimise-GB provides you with a presentation on business process improvement. This presentation focuses on customer’s needs, also known as Voice of the Customer (VoC). The presentation’s approach pulls on knowledge and methods from systems thinking (focusing on failure demand and doing the right things by the customer), lean (having an efficient process), six sigma (focusing on quality and reducing failure demand and defects) and Theory of constraints (ToC –reducing bottlenecks and constraints). It has been considered that business process improvement cannot be approached in the same way as manufacturing. This is true for many reasons. One, the complex tools and levels of perfection is simply not required or even feasible for the service sector, given that most service organisations have near 50-80% defect rates across the entire organisation, so why focus on the 1% accuracy? Pareto’s 80/20 approach will yield significant results. The presentation guides you through the formation of teams and people to be involved, identifying objectives, problems and needs. The presentation then takes you through the documentation of each business process through workshop events and how to use data and issues logs. Finally we will look at how solutions are identified and evaluated and then implemented using the top 3 ideas. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
This document provides an overview of procurement best practices, including governance, strategy, category management, supplier selection and contract management. It discusses key concepts like centralized vs decentralized procurement structures, collaboration strategies, spend analysis tools, sourcing options, award criteria, performance management, contract changes and reviews. The document aims to outline best practices across the entire procurement cycle from identifying needs to contract closure and review.
The document discusses various business process improvement (BPI) tools and techniques that can be used to analyze, measure, and enhance business processes. It describes tools like process modeling, check sheets, surveys, interviews, brainstorming, and the nominal group technique. Process improvement aims to reduce costs, improve efficiency, enhance quality, and reduce cycle times through methods for analyzing "as-is" processes, defining opportunities, and designing improved "to-be" processes.
This document discusses 10 key performance indicators (KPIs) that are widely used to measure procurement organization performance. The KPIs include total cost savings, quality, delivery, cost avoidance, implemented cost reduction savings, procurement cycle time, percentage of spend from top suppliers, procurement ROI, managed spend as a percentage of total spend, and contract compliance. Regular measurement of these KPIs promotes continuous improvement, benchmarking against best practices, and identification of opportunities within the supply base.
The document provides an overview of the Foundations of Business Analysis certificate course. The course consists of 3 modules that cover the disciplines and practices of business analysis: Foundations of Business Analysis, Leadership in Business Analysis, and Tools and Techniques in Business Analysis. The introductory module outlines the course content over 12 weeks, covering topics such as business analysis competencies, techniques, requirements elicitation, and case study assignments. The document defines business analysis and compares the roles and certifications of business analysts and project managers.
This document discusses knowledgebases that are used to store information between projects, including business rules, business processes, stakeholder profiles, and products or services. It also describes the three levels of requirements - business requirements, user requirements, and system requirements. Finally, it provides an overview of how requirements are organized and related to other project artifacts like business processes and rules.
The document outlines an iterative methodology for deploying Aras Innovator. It discusses dividing projects into manageable phases like inception, elaboration, construction, and transition. Each phase has objectives and milestones. The methodology emphasizes iterative design, managing requirements, continuous verification, and controlling changes. It provides tips for implementation like using visual prototypes, breaking work into components, and ensuring quality through user testing.
The document discusses capacity planning, which is determining the production capacity needed by an organization to meet changing demands while meeting service level agreements. It outlines the overall capacity planning process, including identifying SLAs, analyzing current baseline capacity, forecasting future capacity needs, and adding capacity through lead, lag, or match strategies. The key steps discussed are identifying SLAs, analyzing current capacity, workload forecasting, performance modeling, and adding capacity as needed through a match strategy. Various capacity planning models and considerations are also mentioned.
The document discusses AT&T's agile implementation across its Tel Aviv Center of Excellence, including that it has over 450 employees across 54 scrum teams and 25 discovery teams working on 20 projects, and that AT&T took a "sandwich" approach to implementation from both top-down management and bottom-up team levels while optimizing the entire process. It also provides details on the products, technologies, reasons for choosing agile, and implementation approach used at AT&T.
The document discusses business analysis and related topics:
- It defines business analysis as the set of tasks used to work with stakeholders to understand an organization's structure, policies, and operations in order to recommend solutions that help the organization achieve its goals.
- Key aspects of business analysis include standardization through frameworks like BABOK, as well as adaptability to different organizational contexts and changes.
- Business analysis plays a role throughout a project life cycle from planning and requirements gathering to solution design, development, and post-project operations and maintenance.
Master Thesis Research - The Effect of Alliances on Innovation - Robin Oduber...Robin Oduber✔
Short introduction of the purpose and context of the research on the potential effect of alliances on business unit innovation (US-version).
If you are an alliance manager or responsible manager for alliance partner relations and you are willing to participate in this research by filling in a self-completion questionnaire, please feel free and welcome to contact me.
With kind regards,
Robin Oduber
student MSc. Business Administration - Rotterdam School of Management - Erasmus University
This document presents a usability test plan for the Optima learning management system (LMS). It aims to understand if Optima provides enough functionality and ease of use for users to achieve their study goals. The researcher will design and conduct a usability test to identify any usability problems students encounter when using the Optima LMS. The test plan will include defining test objectives, participant profiles, methodology, tasks and scenarios. Results will then be analyzed and recommendations provided to Optima developers to improve the user experience. Over 200 educational institutions currently use Optima, however its slow growth compared to other LMSs could be due to usability issues, which this study seeks to identify.
Procurement process outsourcing how it worksTutelam .
Tutelam Procurement Process Outsourcing Services Value Creation through Cost saving initiatives in Procurement function:
1.Process Improvement : Spend Categorization,Spend Visibility, Vendor Rationalization and Contract management.
2.Consolidation :Tail Spend Management, Category and Indirect Spend Consolidation.
For Support Contact info@tutelam.com visit us www.tutelam.com
Core presentation for MSC Business Improvement: Improving strategic
procurement & SCM risk management. 26 November 2009
This e-mail may include confidential information and is solely for the use by the intended recipient(s). If you have received this e-mail in error please notify the sender immediately. You must not disclose, copy, distribute or retain any part of the email message or attachments. Views and opinions expressed by the author are not necessarily those of the organisation.
This email has been checked for known viruses and is believed to be virus free.
The methodology involves four iterative stages: 1) Inception to scope KPIs, processes, and approach. 2) Planning categorizes processes and develops execution plans. 3) Design and implementation. 4) Rollout and control. The planning stage assesses process outsourcing, IT systems, quality, sequence, and reengineering to categorize stages and develop execution plans. The methodology aims to incrementally improve KPIs and processes across the organization through iterative stages.
Proposal for e-Procurement System for Developing CountryGuisun Han
This proposal is about an e-Procurement system for developing country and its contents are following.
Ⅰ. Background
Ⅱ. Introduction
Ⅲ. Prerequisites
Ⅳ. Configuration
Ⅴ. Major Functions
Ⅵ. Investment Cost Analysis
Ⅶ. Conclusion
You can get more details thru the link.
With my regards,
Guisun Han
This chapter discusses sourcing decisions in supply chain management. It covers key topics like supplier scoring and assessment, selection methods like auctions and negotiations, designing contracts to improve performance and availability, and procurement processes. Effective sourcing can lower costs through scale, coordination, and flexibility. Contracts must balance incentives between buyers and suppliers to reduce distortion while improving profits. Sourcing analysis and supplier portfolio management can enhance strategic decision making.
Improving Enterprise Performance using a Business Process Improvement DisciplineNathaniel Palmer
This document summarizes an initiative to improve the acquisition processes across the Federal Acquisition Service (FAS) of the U.S. General Services Administration (GSA) using business process improvement techniques. A project management team was formed to map the "as-is" acquisition processes, identify gaps, and develop improved "to-be" processes aligned with information technology systems. Common process improvement teams involving representatives from different FAS business lines were established. The goals are to streamline acquisition workflows, increase integration and data sharing between systems, and quantify benefits such as reduced cycle times and non-value added work.
There are different types of relationships that can exist in a supply chain. An integrated hierarchy is where a firm controls all activities from raw material sourcing to distribution. A semi-hierarchy is where firms are owned by the same parent company but operate independently. Co-contracting involves long-term alliances between organizations through equity sharing or technology transfers. Coordinated contracting uses sub-contractors for specific tasks. Coordinated revenue links include licensing and franchising agreements.
Business Process Improvement (BPI 7) Process Training ModuleFrank-G. Adler
The Business Process Improvement (BPI 7) Methodology Training Module v2.0 includes:
1. MS PowerPoint Presentation including 127 slides covering our seven-steps Business Process Improvement Methodology.
2. MS Word Process Measure Definition Worksheet
3. MS Word Activity Assessment Worksheet
4. MS Word Change Management Worksheet
5. MS Word Process Management Worksheet
Business Process Improvement - Doing the right things effectively and efficie...Simon Misiewicz
Optimise-GB provides you with a presentation on business process improvement. This presentation focuses on customer’s needs, also known as Voice of the Customer (VoC). The presentation’s approach pulls on knowledge and methods from systems thinking (focusing on failure demand and doing the right things by the customer), lean (having an efficient process), six sigma (focusing on quality and reducing failure demand and defects) and Theory of constraints (ToC –reducing bottlenecks and constraints). It has been considered that business process improvement cannot be approached in the same way as manufacturing. This is true for many reasons. One, the complex tools and levels of perfection is simply not required or even feasible for the service sector, given that most service organisations have near 50-80% defect rates across the entire organisation, so why focus on the 1% accuracy? Pareto’s 80/20 approach will yield significant results. The presentation guides you through the formation of teams and people to be involved, identifying objectives, problems and needs. The presentation then takes you through the documentation of each business process through workshop events and how to use data and issues logs. Finally we will look at how solutions are identified and evaluated and then implemented using the top 3 ideas. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
This document provides an overview of procurement best practices, including governance, strategy, category management, supplier selection and contract management. It discusses key concepts like centralized vs decentralized procurement structures, collaboration strategies, spend analysis tools, sourcing options, award criteria, performance management, contract changes and reviews. The document aims to outline best practices across the entire procurement cycle from identifying needs to contract closure and review.
The document discusses various business process improvement (BPI) tools and techniques that can be used to analyze, measure, and enhance business processes. It describes tools like process modeling, check sheets, surveys, interviews, brainstorming, and the nominal group technique. Process improvement aims to reduce costs, improve efficiency, enhance quality, and reduce cycle times through methods for analyzing "as-is" processes, defining opportunities, and designing improved "to-be" processes.
This document discusses 10 key performance indicators (KPIs) that are widely used to measure procurement organization performance. The KPIs include total cost savings, quality, delivery, cost avoidance, implemented cost reduction savings, procurement cycle time, percentage of spend from top suppliers, procurement ROI, managed spend as a percentage of total spend, and contract compliance. Regular measurement of these KPIs promotes continuous improvement, benchmarking against best practices, and identification of opportunities within the supply base.
The document provides an overview of the Foundations of Business Analysis certificate course. The course consists of 3 modules that cover the disciplines and practices of business analysis: Foundations of Business Analysis, Leadership in Business Analysis, and Tools and Techniques in Business Analysis. The introductory module outlines the course content over 12 weeks, covering topics such as business analysis competencies, techniques, requirements elicitation, and case study assignments. The document defines business analysis and compares the roles and certifications of business analysts and project managers.
This document discusses knowledgebases that are used to store information between projects, including business rules, business processes, stakeholder profiles, and products or services. It also describes the three levels of requirements - business requirements, user requirements, and system requirements. Finally, it provides an overview of how requirements are organized and related to other project artifacts like business processes and rules.
The document outlines an iterative methodology for deploying Aras Innovator. It discusses dividing projects into manageable phases like inception, elaboration, construction, and transition. Each phase has objectives and milestones. The methodology emphasizes iterative design, managing requirements, continuous verification, and controlling changes. It provides tips for implementation like using visual prototypes, breaking work into components, and ensuring quality through user testing.
The document discusses capacity planning, which is determining the production capacity needed by an organization to meet changing demands while meeting service level agreements. It outlines the overall capacity planning process, including identifying SLAs, analyzing current baseline capacity, forecasting future capacity needs, and adding capacity through lead, lag, or match strategies. The key steps discussed are identifying SLAs, analyzing current capacity, workload forecasting, performance modeling, and adding capacity as needed through a match strategy. Various capacity planning models and considerations are also mentioned.
The document discusses AT&T's agile implementation across its Tel Aviv Center of Excellence, including that it has over 450 employees across 54 scrum teams and 25 discovery teams working on 20 projects, and that AT&T took a "sandwich" approach to implementation from both top-down management and bottom-up team levels while optimizing the entire process. It also provides details on the products, technologies, reasons for choosing agile, and implementation approach used at AT&T.
The document discusses business analysis and related topics:
- It defines business analysis as the set of tasks used to work with stakeholders to understand an organization's structure, policies, and operations in order to recommend solutions that help the organization achieve its goals.
- Key aspects of business analysis include standardization through frameworks like BABOK, as well as adaptability to different organizational contexts and changes.
- Business analysis plays a role throughout a project life cycle from planning and requirements gathering to solution design, development, and post-project operations and maintenance.
Modernisation Strategy for Science at RBG Kew. The presentation is part of a "toolkit" delivered to help Kew to rationalise, consolidate and integrate disparate & legacy Science Applications and Data.
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
The document outlines an agile approach to business intelligence (BI). It recommends establishing executive sponsorship, conducting initial analysis of business requirements, and defining metrics and data sources in high-level user stories for each sprint or release. It also suggests selecting technology platforms suited for agile development, including operational data stores, metrics caches, and ETL tools. The process involves parallel development of data integration and reporting in sprints, with integration testing to connect all components.
The document discusses a systematic competency development approach implemented at Huawei Technologies. It describes challenges with competency development like lack of standardized assessments and individual development frameworks. It then presents a competency development model with components like competency assessment, individual development frameworks, leadership development, training management, and knowledge management. The implementation experience is shared, including developing competency profiles, assessments for software test engineers, and individual development plans. The goal is to establish a comprehensive and sustainable competency development ecosystem.
The document discusses a systematic competency development approach implemented at Huawei Technologies. It describes challenges with competency development like lack of standardized assessments and individual development frameworks. It then presents a competency development model with components like competency assessment, individual development frameworks, leadership development, training management, and knowledge management. The implementation experience is then shared, including developing competency profiles, assessments, and individual development plans. Key aspects implemented include a web-based platform, research on models, and pilots with different teams over 2.5 years.
The document summarizes a keynote speech on a systematic competency development approach for IT professionals. It describes challenges with competency development, proposes a competency development model with frameworks for assessment, leadership development, training management, and knowledge management. It shares implementation experiences using a web-based platform for competency assessment and individual development plans. The conclusion emphasizes that competency development is a long-term strategic focus that requires management support and employees' interest to achieve results over time through a simple and principled approach.
Oracle soa and e2.0 partner community forum bpm léon smiers shareLeon Smiers
The document discusses business process management (BPM). It defines BPM and related terms like business process management systems (BPMS) and BPMN 2.0. It outlines five critical success areas for BPM projects: value and performance management, accelerated business analysis, leveraging BPM technology, unified process improvement, and end-to-end BPM governance. The document provides examples of using BPM for a utility company's work order management and a bank's month-end reporting improvements. It emphasizes the importance of demonstrating value, requirements management, architectural alignment, and stakeholder commitment for successful BPM.
Key Considerations for a Successful Hyperion Planning ImplementationAlithya
The document provides an overview and recommendations for a successful Hyperion Planning implementation. It discusses key project phases, recommended build techniques including application definition, dimensionality, master data integration, building the planning model, and form and calculation development. It also covers tips for planning design including delineating plan types, defining dimensionality, integrating master data from various sources, and best practices for building forms to ensure performance.
The document discusses Oracle's enterprise architecture tools and reference architecture. It outlines key enterprise architecture activities including architecture reviews and recommendations using TOGAF. It presents Oracle's enterprise reference architecture diagram depicting core systems, integration systems, and access channels supported by enterprise infrastructure and information management. The activities aim to create an enterprise IT platform through initiatives for master data management, flexibility, business insights, operational excellence, and agile/secure infrastructure.
This presentation reviews how requirement prioritization is a decision process used to determine the relative importance of requirements. The importance of requirements may be based on their relative value, risk, difficulty of implementation, or on other criteria. These priorities are used to determine which requirements should be targets for further analysis and to determine which requirements should be implemented first. We shall discuss the inputs, techniques used, and the expected outcome.
Prioritization of requirements ensures that analysis and implementation efforts focus on the most critical requirements
Gathering And Documenting Your Bi Business RequirementsWynyard Group
Business requirements are critical to any project. Recent studies show that 70% of organisations fail to gather business requirements well. What is worse is that poor requirements can lead a project to over spend its original budget by 95%.
Business Intelligence and Performance Management projects are no different. This session will provide a series of tips, techniques and ideas on how you can discover, analyse, understand and document your business requirements for your BI and PM projects. This session will also touch on specific issues, hurdles and obstacle that occur for a typical BI or PM project
• The importance of business requirements and a well defined business requirements process
• Understanding the difference between a “wish-list” or vision and business requirements
• The need and benefits of having a business traceability matrix
Start your BI projects on the right foot – understand your requirements
This document discusses enterprise business analysis. It provides an input-task-output diagram for enterprise analysis. It explores defining business needs, capability gaps, solution approaches, and business cases. It compares enterprise business analysis to business design, architecture, and transformation. It notes the challenges of working at an enterprise scale with unknown problems and solutions. Finally, it provides tips for growing as an enterprise business analyst, including strategic thinking, understanding different perspectives, building skills, and having the courage to try new approaches.
The document discusses establishing a Requirements Management Office (RMO) to provide governance and management of requirements across projects. It describes how an RMO can define requirements standards, implement tools and repositories, and provide reporting on requirements quality and compliance. Lessons learned include prioritizing requirements for the RMO, gaining stakeholder buy-in, establishing an RMO role, implementing the RMO iteratively, and ensuring projects are supported.
This document provides an overview and index of training courses offered by IndigoCube Academy related to agile methodologies, DevOps, continuous delivery, and business analysis. The courses cover topics such as agile fundamentals, scaled agile framework (SAFe), disciplined agile, agile testing, DevOps, and business agility acceleration. The training is delivered through interactive workshops and hands-on engineering classes to provide experience with modern practices.
Business Agility: a roadmap to the digital enterprise by Jaco ViljoenIndigoCube
Business Agility event 2018 hosted by IndigoCube was on 17th July at Fairlawns Boutique Hotel. Jaco Viljoen, Head of Digital presented on Business Agility: a Roadmap to the Digital Enterprise.
Business agility: a disciplined viewpoint by scott amblerIndigoCube
The document discusses business agility and the Disciplined Agile Framework. It defines business agility as the ability to respond rapidly to internal and external changes without losing momentum or vision. It also describes agile organizations as being adaptive, lean, responsive, and focused on learning. Finally, it introduces the Disciplined Agile Framework as providing light-weight guidance to help organizations streamline IT and business processes in a context-sensitive manner in order to provide the process foundation for business agility.
Agile transformation lessons from the trenches by Mark LinesIndigoCube
Presentation 'Agile transformation lessons from the trenches' by Disciplined Agile industry leader Mark Lines during the Business Agility event 2018 hosted by IndigoCube in-conjunction with IBM.
IndigoCube - business agility through continuous exploration by Calton NhandoIndigoCube
Business Agility Through Continuous Exploration presented by Calton Nhando for the Business Agility event 2018 with Scott Ambler and Mark Lines from Disciplined Agile.
How is Analysis Done in Agile by Robin Grace IndigoCube
“Even though the role of business analyst is rarely mentioned in descriptions of agile it does not mean that business analysis does not occur. In fact, agile’s focus on delivering value to customers requires the entire team to collaboratively perform business analysis on a frequent basis. This and other characteristics of agile change how a business analyst works on a project.” Kent Macdonald
A collaborative approach to the quality in the agile enterprise by Jaco ViljoenIndigoCube
The document discusses challenges with quality and collaboration in different software development systems like waterfall, water-scrum-fall, and continuous delivery. It proposes shifting user acceptance testing left to the development phase and implementing acceptance test driven development with the whole team. The solution is to prevent defects through early testing, collaborate around quality, automate acceptance and regression testing, and build a continuous delivery pipeline to enable frequent releases. The implementation involved shifting processes from "water-scrum-fall" to "continuous delivery" with a phased approach to minimize impact.
"Challenges Faced by Testers Working on Agile Teams" by Aldo RallIndigoCube
"Challenges Faced by Testers Working on Agile Teams" by Aldo Rall
As a tester, moving into an Agile team can be frustrating and difficult. Often times leaving testers disillusioned and projects suffering due to a lack of quality.
In this talk, Aldo Rall will be looking at the typical challenges that testers face when moving into the Agile world, and touch on some key points that needs consideration for testers to successfully adapt in this new and often strange world called Agile.
IndigoCube - a peek at the future of software testing by Polteq, Ruud TeunissenIndigoCube
This document discusses the future of software testing and how it has evolved over time. It begins with testing being unstructured and struggling for involvement, then progressed to defining processes and gaining recognition. Testing became more risk-based and independent. Over time, there has been a shift to agile methods, context-driven and exploratory testing, test automation, cloud computing, mobile and social aspects. The future will see even more emphasis on areas like DevOps, outsourcing, and optimizing people skills over rigid processes.
The need for good enterprise analysis by robin graceIndigoCube
Enterprise analysis is important for defining the business need, goals, and value of a potential solution before a project begins. It involves understanding the "why" through assessing capabilities, determining solution approaches, and defining the scope to address gaps and achieve objectives. A cost-benefit analysis should also be performed to quantify the value and justify investments based on benefits, costs, risks, and results measurement. Performing thorough enterprise analysis upfront helps ensure projects are aligned with strategic goals and deliver the intended business value.
IndigoCube the agile enterprise: moving beyond scrum by JacoViljoenIndigoCube
To stay relevant in a world of accelerating change, business executives are increasingly striving for greater business agility.
To achieve this, the modern enterprise faces challenges such as:
• Increased responsiveness to market demands,
• Managing business agility at the portfolio and program level,
• Aligning business and IT agility,
• Extending software development agility to the greater application life cycle,
• Scaling agile practices so that it perpetuates throughout the organisation,
• Enabling agility using DevOps toolsets that significantly enhance productivity and speeds up delivery.
Join Jaco Viljoen, Principal consultant for Agile Software Development at IndigoCube and hear about the latest thinking in scaling agile to the enterprise and learn how to address these problems. Furthermore, Viljoen will discuss the state of agile today, agile frameworks for the agile enterprise, enabling DevOps toolsets, and how it all comes together to facilitate business agility.
This document discusses developing excellent business analysts (BAs). It states that organizations that have nurtured BAs are experiencing benefits from their investments. Excellent BAs can work on details while understanding the bigger picture, and look at how small changes may impact the organization. A variety of skills can be developed for BAs, including critical thinking, root cause analysis, and data analysis. Traditional management training is not sufficient for BAs; they need specific business analysis training and tools. The document advocates that while some skills are innate, BAs can be developed through education and practice.
This document discusses IBM's Rational Collaborative Lifecycle Management software. It promotes the software as providing capabilities for in-context collaboration, real-time planning, lifecycle traceability, development intelligence, and continuous improvement. These capabilities are presented as five imperatives for effective application lifecycle management. The document also provides overviews of IBM Rational's core ALM offerings and their integration capabilities.
The document provides hints and tips for business analysts (BAs) on various stages of a project. It discusses important considerations when first assigned to a project like ensuring clear objectives and identifying an executive sponsor. It emphasizes the importance of planning before starting a project to avoid failure. Specific planning elements mentioned include stakeholder analysis, developing a business analysis workplan and allocating sufficient time to requirements discovery. During a project, the document notes things BAs should focus on like workshops, mentorship and requirements reviews. It also flags things to watch out for such as assumptions about domain knowledge. After a project, it discusses sign-off challenges, conducting post-implementation reviews and learning lessons around requirements quality and defects.
This document discusses self-organizing teams and how leaders can subtly influence them. It covers that self-organizing means a team determines how it responds to its environment, not what goals it pursues. Complex adaptive systems are characterized by decentralized control and emergent behavior from interactions. Leaders can guide behavior through subtle rules and incentives rather than rigid control. The document suggests leaders can influence a team's self-organization by altering its containers, amplifying or dampening differences among members, and changing exchanges between members and other groups.
With many organisations re-thinking the execution of their innovation lifecycles in an attempt to gain better productivity, some of the key questions that keep recurring are:
• When does a BA get allocated to a new business initiative?
• When does the business initiative become a project and require some form of project management?
• How does enterprise analysis fit into the systems development lifecycle?
• Who creates a business case?
• Who is assigned first: PM or BA?
Robin Grace, a business analysis principal consultants at IndigoCube, contributor to an IIBA white paper, CBAP, and author of Aligning Business Analysis, Assessing business analysis from a results focus, tells all.
Lifting the lid on Business Rules - Robin Grace IndigoCube
Understanding Business Rules is key to understanding business analysis. Business Analysts must have an in-depth understanding of what business rules are and how to identify them accurately and completely when performing their business analysis tasks. Failing to accurately identify a business rule will result in a software defect that may be very costly to fix.
In this seminar, Robin Grace will explore the relationship between business rules and requirements, outlining a systematic approach to be used for the identification of business rules.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
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Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
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3. Discussion Points
• What is a Framework
• What is a Methodology
• Methodology Components (UMA)
• Business Analysis Framework
• Customisation
• Availability
• Look and Play
3
4. What is a Framework?
• A Partially completed solution
Various degrees
of completion
• Various options to complete
4
5. What is a Methodology?
It Describes: Unified Methodology Architecture:
Who Role (UMA)
does What Task
with What input Work Product
to produce What output Work Product
When Process
How Guidance
Why Outcome
5
6. Relationships
Steps
Role Task
Primary
Performs
and
Additional
Input Guidance
Skill Set
Competency Level Output Checklists
Concepts
Guidelines
Templates
Examples
Work Product Term Definitions
Artifacts, Outcomes and Deliverables etc.
6
7. Practices and Disciplines
Tasks (and their associated Roles and Work Products)
can be grouped into:
• Practices
and
• Disciplines
Either or both can be used to organise tasks
7
8. Practices and Disciplines (contd.)
• Practices
– A practice is an approach to solving one or several
commonly occurring problems. Practices are intended
as "chunks" of methodology for adoption, enablement,
and configuration.
(Vertical Slices) See Practices and
Disciplines Matrix
• Disciplines
– A Discipline is a categorization of Tasks based upon
similarity of concerns and cooperation of work effort.
(Horizontal Slices)
8
9. Business Analysis Framework
Domain Scope
Why Value Business Objectives
Solution Scope
What Entities Processes
Business Requirements
Traceability
Business Rules
(high level) Logical Data Functionality Functional
what Model and Workflow
How Requirements
Technology Platform
System Scope
Interfaces Non-Functional
how
Requirements
(detail) Physical Data Model System Specification
Technical
(technical) Requirements
DDL Code
Product Data Base Application Transitional
Requirements
Data Process
9
10. Practices and Disciplines Matrix
Why (Objective)
Practice BA Business Business Functional Non-Functional Transitional Solution
Planning Case Requirements Requirements Requirements Requirements Validation
How (Tasks, Techniques)
Outcome
Deliverable Outcomes and Deliverables
(Scope BA Work)
(Work Plan)
10
11. Practices and Disciplines Matrix
Why (Objective)
Practice BA Business Business Functional Non-Functional Transitional Solution
Discipline Planning Case Requirements Requirements Requirements Requirements Validation
Planning &
Monitoring
Elicitation
What (Focus)
Analysis
How (Tasks, Techniques)
Management &
Communication
Validation &
Verification
Outcome
(Scope BA Work) Deliverable Outcomes and Deliverables
(Work Plan)
11
12. Practices and Disciplines Matrix
Why (Objective)
Practice BA Business Business Functional Non-Functional Transitional Solution
Discipline Planning Case Requirements Requirements Requirements Requirements Validation
Planning &
Monitoring
Prepare
Elicitation Elicit Pyramid
Evaluate
What (Focus)
Plan
Analysis Analyse Do
How
Management & What
produced
Communication Document produced
Validation &
Verification Review
Outcome
(Scope BA Work) Deliverable Outcomes and Deliverables
(Work Plan)
12
17. Varying Competency Levels
Supervision
Knowledge
Experience
Complexity
Scope
• Entry Level Some but
Narrow
Little to none Needs
constant
Little
understanding
Narrow
Deep in Some but Minimal Broadening Deepening
• Junior Some areas narrow Broadening
Deep in many Wide Provides Good Wide
• Intermediate areas understanding
Wide and Vast Leads Creative Vast
• Senior
deep
17
18. Many Techniques
Very
Data Requirements
Detailed (entities, Attributes
Database Design
Relationships) System Use case
Description
Essential Process
Description
Business Use case
Screen Prototype
Description Glossary
Screen Storyboard
Process
Maps Workflow Diagram Workflow Diagram
Business Use case
Decomposition Description Workflow Diagram
Diagram
System Use case
Description
Context Level
DFD Diagram Workflow Diagram
Use Case Diagram
User Story
High
Level
Business Functional
Requirements Requirements
18
19. Diverse Jargon
Problem Scope
Domain Scope
BAUS (Business Area
Business Initiative Under Study)
Value
Project Scope
Solution Scope
System Scope BUA (Business Area
Entities Processes
Traceability
Product Scope under Analysis)
Business Rules
Logical Data Functionality SUD (System
Project Scope Model and Workflow under Design)
Technology Platform
System Scope
Design Scope Interfaces
System Scope Physical Data Model System Specification
Software Scope
DDL Code
Product Solution Data Base Application
Data Process
19
20. Standards - Flexibility Dichotomy
Two Approaches To Documenting Requirements
Few Fixed Templates Many Suitable Templates
VS
Flexibly Packaged Appropriately
“Boxed” Sent down the delivered
“Conveyor”
Cannot Change Methodology Can Change
(Wisdom)
20
21. Does one Methodology fit all?
• No, because of:
– Project Complexity
– Project Type
– Project Size
– Stakeholders
– Skill Sets
– And more
So, we need to be able to Customise
21
26. Conclusions
• We need to Plan
• We need a Methodology
• It must be easily accessible
• It must be easy to use
– Novices and Experts
• It must be customisable
26
27. Any Questions?
The IndigoCube Business Analysis Practice is
committed to assisting clients to perform
Business Analysis better through solutions in
‒ Business Analyst Assessments
‒ Methodology Provisioning
Creation
Customisation
Implementation
‒ Skills Development
27