Separating and integrating Why-What-How
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Preliminary thoughts on separating and integrating WHY, WHAT, HOW perspectives. Topics: Business Analysis, Process Analysis, BPM, BPMN, Business Rules, Progressive Elaboration, etc.
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Brief introduction to how to define and manage Requirements in Agile projects, with examples. Exploring similarities and differences between Traditional and Agile approaches to Business Analysis. NCPMI: Scrum vs Kanban Workshop, Razvan Radulian, 2017
Hands-on workshop comparing Scrum and Kanban:
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This presentation discusses the key differences between
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resources.Requirements Management, Razvan Radulian, 2014 NCPMI Annual Conference
Maybe we can skip Requirements Management?!?
Too much Requirements Management? Yeah. Too little? Yeah. Why is it so hard to get it right? Hmm, maybe we can skip it...
In this presentation we'll talk about:
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- Reasons we should or should do it
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- Who cares and why?
- How do we do it? How should we do it?
- And, whose job is it anyway?
- Pitfalls and "Best" Practices
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Would that do it?
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When prioritizing requirements in a project, have you ever been in a situation in which virtually all requirements are High Priority or Critical? As you can imagine, ALL requirements being High priority is as "good" as NO requirements having ANY priority at all. Hmm, not very helpful, isn't it? Is there anything we can do about that?
In this presentation/workshop we'll go through some ideas and practices on how to improve the requirements prioritization process.
Agenda topics:
- Why are we talking about Requirements Prioritization?
- What are we talking about?
- Who cares? Why?
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The workshop goes beyond the knowledge presented in this document, working as team with a faster and better Prioritization Process. The outcomes of that experiment in a future presentation.Requirements prioritization, Razvan Radulian, NWA IIBA Chapter, June_2014
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This document discusses requirements prioritization, including why it is important, common techniques for doing it, and best practices. It notes that 65% of implemented requirements are rarely or never used, showing the importance of prioritizing correctly. Common techniques include MoSCoW, voting, ranking, and using decision analysis or risk analysis. Best practices include prioritizing early but not too early, doing it often but not too often, following a clear process, and periodically reflecting on and improving the process. The overall goal is to focus on the most important requirements to improve the chances of project success.Business process simulations: from GREAT! to good, Razvan Radulian, Sept 2013
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This was my presentation at the World Congress for Project Managers and Business Analysts in Orlando (2013). While the title/teaser was simply playing with our fascination with the book "From good to great", the subject was very serious and pragmatic: using process simulations to learn, understand, explore, and ultimately decide. Razvan’s 5x5x2 (aka. The Nigeria) BA model+example
This is some tinkering on my 5 (topics) x 5 (approaches) x 2 (in or out) model that can be used to plan and manage Business Analysis work. I came up with it while in Nigeria (hence the Nigeria model name) and I dedicate it to the wonderful people that attended my class in Abuja (2014).
Use the model as you see fit. No copyright limitation from my side, but I would appreciate if you mention my name and/or company (Why-What-How Consulting and Training) when you refer to it.
Thanks,
Razvan:-)
P.S. Also available on my website learn.how2analyze.com, if you are a registered user.
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L'indice de performance des ports à conteneurs de l'année 2023
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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L'indice de performance des ports à conteneurs de l'année 2023
Separating and integrating Why-What-How
- 1. Separating and integrating the WHY – WHAT – HOW Preliminary thoughts (to be elaborated) Razvan Radulian Why-What-How Consulting, LLC why-what-how.com
- 2. WHAT – HOW: Business Process perspective Business/System Analysis + Progressive elaboration: • WHAT (context) – Overview Business Processes • WHAT – Business Processes/activities (BPM/N) with hooks for: • Services • Business Rules • Events • Data • HOW (services: human and system) – Business Rules (repository) – Events – Data • DO – Engine that runs processes and associated services
- 3. WHAT – WHY: Scope out to Strategy Business/System Analysis + Progressive elaboration: • WHAT – Overview Business Processes • WHY (context) – Business Goals & Objectives – Mission – Vision – Strategy + Tactical Plan
- 4. Why-What-How Consulting, LLC • Business/Process: – Analysis & Modeling – Design & Architecture – Improvement & Optimization – Integration • Consulting, coaching • Frameworks: – Business Process Management (BPM) Business Process Model & Notation (BPMN) – Business Rules & Events – Enterprise Architecture: • Unified Modeling Language (UML) • Enterprise Architect
- 5. Why-What-How Consulting, LLC Contact info: • Razvan.Radulian@why-what-how.com • (919)825-3100 • http://www.linkedin.com/in/whywhathow