The document discusses requirements traceability, including its importance in tracing requirements through the development lifecycle. It describes tracing requirements from business requirements to stakeholder requirements to test cases and solution components. The document also discusses why requirements are traced, including for impact analysis, discovering inconsistencies, and assessing addressed vs skipped requirements. It provides examples of what can be traced in agile projects and best practices for recording traceability through matrices, tools, or other means.
The document discusses traceability in software development projects. It defines traceability as establishing and maintaining relationships between project elements to better understand the business solution. The document outlines why traceability is important, challenges to implementing traceability, best practices, and how Rational tools like DOORS NG can help address these challenges and support effective traceability.
Business Analyst Requirements Management Mark Borowski
The document discusses the importance of requirements management for business analysts and agile development. It addresses common myths about agile not needing formal requirements. Effective requirements definition includes types, abstraction levels, and best practices like traceability. Stories are discussed as a form of agile requirements but often need further elaboration. Requirements still matter in agile and need to be well-structured, organized, and linked to other artifacts to ensure quality and manage changes.
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?
- When do (should) we do it?
- How do we do it? Some useful techniques...
- Pitfalls & "Best" Practices
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.
This document outlines the modules in a course on requirements engineering based on the British Computer Society syllabus. The course covers topics like elicitation, analysis, validation, documentation and management of requirements. It teaches a five-part framework and uses techniques like interviews, modeling and documentation styles. The modules discuss hierarchy, stakeholders, elicitation, modeling, analysis, validation and management of requirements. The goal is to help people formalize their skills in requirements engineering.
Business Analysis information in BABOK V3.0 has 11 states.
In this slide you can see 11 States Diagram of the Requirements and Designs according to BABOK V3.0 Knowledge Areas.
The document discusses various concepts related to agile software development methodology including Scrum, Kanban, sprints, product and sprint backlogs, daily standups, planning and retrospective meetings. It provides details on Scrum roles like Product Owner and Scrum Master and their responsibilities. Various agile terms are defined like velocity, story boards, spikes, impediments and user stories. The advantages of the agile methodology are highlighted.
This document provides 150 free practice questions for the CBAP and CCBA certification exams. It was written by Certified Business Analysis Professionals for other professionals preparing to take the exams. The questions cover topics like requirements analysis, stakeholder analysis, solution assessment, and business analysis planning. Answers are not provided, but the questions are intended to help test-takers pass the exams on their first attempt. Contact information is provided for the website where more exam preparation resources can be found.
The document discusses requirements traceability, including its importance in tracing requirements through the development lifecycle. It describes tracing requirements from business requirements to stakeholder requirements to test cases and solution components. The document also discusses why requirements are traced, including for impact analysis, discovering inconsistencies, and assessing addressed vs skipped requirements. It provides examples of what can be traced in agile projects and best practices for recording traceability through matrices, tools, or other means.
The document discusses traceability in software development projects. It defines traceability as establishing and maintaining relationships between project elements to better understand the business solution. The document outlines why traceability is important, challenges to implementing traceability, best practices, and how Rational tools like DOORS NG can help address these challenges and support effective traceability.
Business Analyst Requirements Management Mark Borowski
The document discusses the importance of requirements management for business analysts and agile development. It addresses common myths about agile not needing formal requirements. Effective requirements definition includes types, abstraction levels, and best practices like traceability. Stories are discussed as a form of agile requirements but often need further elaboration. Requirements still matter in agile and need to be well-structured, organized, and linked to other artifacts to ensure quality and manage changes.
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?
- When do (should) we do it?
- How do we do it? Some useful techniques...
- Pitfalls & "Best" Practices
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.
This document outlines the modules in a course on requirements engineering based on the British Computer Society syllabus. The course covers topics like elicitation, analysis, validation, documentation and management of requirements. It teaches a five-part framework and uses techniques like interviews, modeling and documentation styles. The modules discuss hierarchy, stakeholders, elicitation, modeling, analysis, validation and management of requirements. The goal is to help people formalize their skills in requirements engineering.
Business Analysis information in BABOK V3.0 has 11 states.
In this slide you can see 11 States Diagram of the Requirements and Designs according to BABOK V3.0 Knowledge Areas.
The document discusses various concepts related to agile software development methodology including Scrum, Kanban, sprints, product and sprint backlogs, daily standups, planning and retrospective meetings. It provides details on Scrum roles like Product Owner and Scrum Master and their responsibilities. Various agile terms are defined like velocity, story boards, spikes, impediments and user stories. The advantages of the agile methodology are highlighted.
This document provides 150 free practice questions for the CBAP and CCBA certification exams. It was written by Certified Business Analysis Professionals for other professionals preparing to take the exams. The questions cover topics like requirements analysis, stakeholder analysis, solution assessment, and business analysis planning. Answers are not provided, but the questions are intended to help test-takers pass the exams on their first attempt. Contact information is provided for the website where more exam preparation resources can be found.
This document discusses requirement types and how they should be categorized and used. It defines requirements and lists several common types, but notes there is no single agreed-upon list. It recommends organizing types by target audience, level of detail, or domain to make them more useful. Integrating multiple perspectives is important to fully understand requirements like the blind men and elephant story illustrates. Examples from Borland, EDS, and BABOK demonstrate categorizing types to improve communication and effectiveness.
This document provides an overview of the role of a business analyst, including defining business analysis, the roles and responsibilities of a business analyst, skills required, and how business analysts are involved in the software development lifecycle (SDLC). It discusses techniques business analysts use like SWOT analysis, gap analysis, risk analysis, and root cause analysis. The document also covers common diagrams used by business analysts like use case diagrams and activity diagrams, as well as tools and methodologies like Agile, Scrum, and UML. Finally, it defines key terms and jargon related to business analysis.
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
Tool Kit: Requirements management plan (babok on a page)designer DATA
Methodology is a tool kit not a process – Choose wisely. Methodologies contain many tools and techniques, such as, process, data , use case and class modelling, sequence diagramming and state transition diagramming, prototyping and report templates. Not all these tools have to be used for every project.
So choose wisely and create your own fast path routes for completing different types of projects by preparing your own Business Analysis Project Planning Map. Build on your experiences and fine tune your product each time you undertake a new assignment.
http://www.tdan.com/view-articles/6089
A Business Analyst is responsible for identifying business needs, developing and managing requirements, and acting as a liaison between business stakeholders and technical teams. Specifically, they elicit, analyze, validate and document organizational requirements without predetermining solutions, which may include systems development, process improvement, or organizational change. Business Analysis involves tasks like requirements gathering and management throughout a project's life cycle to help ensure effective business systems are developed.
Agile Requirement Development - A Breathtakingly Quick IntroductionTieturi Oy
The document discusses agile requirement development. It notes that requirements need not be fully defined upfront and that the goal should be delivering working solutions. It discusses positioning requirements within agility and examining the system context. It provides examples of agile practices at different levels including requirement development. Some classic requirement modeling techniques are applicable to agile development. Principles of agile modeling like simplicity and rapid feedback support requirements analysis. Practices like specifying requirements collaboratively, splitting large requirements, and defining acceptance criteria are discussed. The document emphasizes illustrating requirements with examples and using a definition of ready to ensure specifications are developed sufficiently. It suggests continuously improving requirements processes through retrospectives.
Suresh Veluguri is a Business Analyst with over 5 years of experience in domains such as logistics, manufacturing, and telecom. He has expertise in requirements analysis, test management, and Agile methodologies. Currently working as a Business Analyst for HP on a project with Shell. Previously worked on projects with Vodafone and General Motors. Skilled in ALM tools, Quality Center, and various development methodologies.
A common perception of behavior-driven development (BDD) focuses on test automation with Cucumber-style “Given..When..Then” scenarios. But this is just the tip of the iceberg: in fact BDD ranges from requirements discovery and description through to driving technical design and implementation; helping testers focus their testing efforts more effectively; and even providing reliable, useful, and accurate technical documentation.
This session discusses what BDD is about, its benefits, and how it affects development teams and processes. You will see how JVM teams can effectively implement BDD with tools such as JBehave, Cucumber, Thucydides, and Spock. Come learn how much more there is to BDD than just “Given..When..Then.”
The document provides an introduction to Shardul Parulekar, a Business Analyst working for TATA Consultancy Services in Europe. It outlines his educational background, core competencies including requirements gathering and process optimization, and interests outside of work such as drawing and watching movies. The document also provides definitions and explanations of key business analysis concepts including the roles and responsibilities of a business analyst, how the BABOK framework is used, and different types of requirements.
Concepts Of business analyst Practices - Part 1Moutasm Tamimi
The document defines various concepts related to business analysis including agile methodology, business analysis, business analyst role, requirements elicitation techniques, and system development lifecycles. It provides definitions for agile, business analysis, business analyst, requirements documents, feasibility studies, use cases, prototypes, and more. It also outlines the roles of project teams including the project owner, business and technical assurance coordinators, and describes techniques like functional decomposition and workflow diagrams. Finally, it introduces the speaker as an independent consultant and instructor on topics like project management, databases, and digital marketing.
Requirement management presentation to a software teamrchakra
This document discusses various aspects of requirement management. It covers the benefits of good requirements such as completing projects faster with better quality and lower cost. It also discusses topics like implicit requirements, changing requirements, linking requirements to business objectives, different project life cycle models, iterative requirement management, validation, testable requirements, and tools to manage requirements.
In this presentation, you will know about the role and responsibilities of an Agile Business Analyst? What is the context and need for an Agile business Analyst
Behaviour Driven Development is an increasingly popular Agile development practice that turns testing on its head. It turns automated acceptance testing from a verification activity, done once the development work is done, to a specification activity, with tester involvement starting from the word go.
In this talk, we will look at how Behaviour Driven Development radically changes the traditional tester role in Agile projects, and empowers them to contribute much more to the successful outcomes of the project. We will see how collaboratively written acceptance criteria help reduce assumptions and errors in the early phases of the project, and help ensure that the features being built are both well understood and valuable to the business. We will look at ways to write more effective, easier to maintain automated acceptance tests. And we will see how automated and manual acceptance test reporting can be combined to provide valuable progress and release preparation reporting.
Agile-4-FSM - Improving estimates by a 4-pieces puzzleLuigi Buglione
The document discusses improving estimates in Agile projects through a four-piece puzzle approach: (1) requirements including representing both functional and non-functional requirements in user stories, (2) methods for sizing non-functional requirements such as SNAP, (3) using appropriate size measures for both functional and non-functional work, and (4) refining estimating and planning approaches to account for different types of requirements and iterations. Properly addressing all pieces of the puzzle through techniques like classifying user stories and using function point and SNAP analyses can help generate more accurate estimates for Agile projects.
This presentation collects several thoughts and conversations had with colleagues over the last few months about the role of the business analyst.
The diagrams and drawings are outcomes of these conversations and are ripe for further expansion. In many instances they are half thought through, or missing key things that help round them out.
You can help: If you have comments or opinion please add them below.
This candidate has over 20 years of experience as a business analyst and data analyst. They have extensive experience writing SQL queries to extract and analyze data from relational databases, creating documentation, and acting as a liaison between business and technical teams. They have worked on many projects involving data mapping and requirements gathering at large financial institutions.
The document discusses the role of a business analyst, including their responsibilities in requirements gathering, documentation, and user training. It outlines the skills required such as communication, analytical skills, and problem solving. It also covers the software development life cycle and methodologies like waterfall, spiral, iterative, and agile. Key business analysis techniques are described like requirements elicitation, documentation standards, and UML diagrams.
The document is an introduction to the Business Analysis Body of Knowledge (BABOK). It defines business analysis and outlines the key concepts in the BABOK, including domains, solutions, requirements, knowledge areas, tasks, techniques, and underlying competencies. The knowledge areas cover topics like planning, elicitation, requirements management, and solution validation. The document provides guidance on how business analysis is practiced according to the BABOK framework.
What’s in Your BA Toolkit?Are you frustrated with the tools, or lack of tools, in your Business Analysis Toolkit? Are your current tools hindering your productivity? Learn about what to look for in your toolkit and how to choose the tools that meet your needs.
This document discusses supply chain and customer collaboration. It begins with defining collaboration as working together towards a common goal. It then outlines the agenda which includes a market overview of Asia Pacific's growing economies and consumer markets. It discusses how supply chain collaboration can help address increasing cost pressures, sustainability concerns, technology opportunities, and demands for higher end-consumer satisfaction. The document advocates for a partnership approach between logistics companies and customers to jointly address these challenges through shared investment, planning and access to information systems.
The document provides financial statements and related analysis for a company that expanded significantly in 2004. It includes:
1) Income statements, balance sheets, and cash flow statements for 2003 and 2004, showing large increases in assets, liabilities, and negative cash flow from operations due to the expansion.
2) Analysis of the impact of expansion on metrics like net operating working capital, operating capital, NOPAT, FCF, ROIC, EVA, and MVA, all of which declined significantly.
3) Discussion of key concepts related to financial statements, cash flows, taxes, and valuation like free cash flow, operating assets/liabilities, tax rates, and implications of municipal bonds.
This document discusses requirement types and how they should be categorized and used. It defines requirements and lists several common types, but notes there is no single agreed-upon list. It recommends organizing types by target audience, level of detail, or domain to make them more useful. Integrating multiple perspectives is important to fully understand requirements like the blind men and elephant story illustrates. Examples from Borland, EDS, and BABOK demonstrate categorizing types to improve communication and effectiveness.
This document provides an overview of the role of a business analyst, including defining business analysis, the roles and responsibilities of a business analyst, skills required, and how business analysts are involved in the software development lifecycle (SDLC). It discusses techniques business analysts use like SWOT analysis, gap analysis, risk analysis, and root cause analysis. The document also covers common diagrams used by business analysts like use case diagrams and activity diagrams, as well as tools and methodologies like Agile, Scrum, and UML. Finally, it defines key terms and jargon related to business analysis.
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
Tool Kit: Requirements management plan (babok on a page)designer DATA
Methodology is a tool kit not a process – Choose wisely. Methodologies contain many tools and techniques, such as, process, data , use case and class modelling, sequence diagramming and state transition diagramming, prototyping and report templates. Not all these tools have to be used for every project.
So choose wisely and create your own fast path routes for completing different types of projects by preparing your own Business Analysis Project Planning Map. Build on your experiences and fine tune your product each time you undertake a new assignment.
http://www.tdan.com/view-articles/6089
A Business Analyst is responsible for identifying business needs, developing and managing requirements, and acting as a liaison between business stakeholders and technical teams. Specifically, they elicit, analyze, validate and document organizational requirements without predetermining solutions, which may include systems development, process improvement, or organizational change. Business Analysis involves tasks like requirements gathering and management throughout a project's life cycle to help ensure effective business systems are developed.
Agile Requirement Development - A Breathtakingly Quick IntroductionTieturi Oy
The document discusses agile requirement development. It notes that requirements need not be fully defined upfront and that the goal should be delivering working solutions. It discusses positioning requirements within agility and examining the system context. It provides examples of agile practices at different levels including requirement development. Some classic requirement modeling techniques are applicable to agile development. Principles of agile modeling like simplicity and rapid feedback support requirements analysis. Practices like specifying requirements collaboratively, splitting large requirements, and defining acceptance criteria are discussed. The document emphasizes illustrating requirements with examples and using a definition of ready to ensure specifications are developed sufficiently. It suggests continuously improving requirements processes through retrospectives.
Suresh Veluguri is a Business Analyst with over 5 years of experience in domains such as logistics, manufacturing, and telecom. He has expertise in requirements analysis, test management, and Agile methodologies. Currently working as a Business Analyst for HP on a project with Shell. Previously worked on projects with Vodafone and General Motors. Skilled in ALM tools, Quality Center, and various development methodologies.
A common perception of behavior-driven development (BDD) focuses on test automation with Cucumber-style “Given..When..Then” scenarios. But this is just the tip of the iceberg: in fact BDD ranges from requirements discovery and description through to driving technical design and implementation; helping testers focus their testing efforts more effectively; and even providing reliable, useful, and accurate technical documentation.
This session discusses what BDD is about, its benefits, and how it affects development teams and processes. You will see how JVM teams can effectively implement BDD with tools such as JBehave, Cucumber, Thucydides, and Spock. Come learn how much more there is to BDD than just “Given..When..Then.”
The document provides an introduction to Shardul Parulekar, a Business Analyst working for TATA Consultancy Services in Europe. It outlines his educational background, core competencies including requirements gathering and process optimization, and interests outside of work such as drawing and watching movies. The document also provides definitions and explanations of key business analysis concepts including the roles and responsibilities of a business analyst, how the BABOK framework is used, and different types of requirements.
Concepts Of business analyst Practices - Part 1Moutasm Tamimi
The document defines various concepts related to business analysis including agile methodology, business analysis, business analyst role, requirements elicitation techniques, and system development lifecycles. It provides definitions for agile, business analysis, business analyst, requirements documents, feasibility studies, use cases, prototypes, and more. It also outlines the roles of project teams including the project owner, business and technical assurance coordinators, and describes techniques like functional decomposition and workflow diagrams. Finally, it introduces the speaker as an independent consultant and instructor on topics like project management, databases, and digital marketing.
Requirement management presentation to a software teamrchakra
This document discusses various aspects of requirement management. It covers the benefits of good requirements such as completing projects faster with better quality and lower cost. It also discusses topics like implicit requirements, changing requirements, linking requirements to business objectives, different project life cycle models, iterative requirement management, validation, testable requirements, and tools to manage requirements.
In this presentation, you will know about the role and responsibilities of an Agile Business Analyst? What is the context and need for an Agile business Analyst
Behaviour Driven Development is an increasingly popular Agile development practice that turns testing on its head. It turns automated acceptance testing from a verification activity, done once the development work is done, to a specification activity, with tester involvement starting from the word go.
In this talk, we will look at how Behaviour Driven Development radically changes the traditional tester role in Agile projects, and empowers them to contribute much more to the successful outcomes of the project. We will see how collaboratively written acceptance criteria help reduce assumptions and errors in the early phases of the project, and help ensure that the features being built are both well understood and valuable to the business. We will look at ways to write more effective, easier to maintain automated acceptance tests. And we will see how automated and manual acceptance test reporting can be combined to provide valuable progress and release preparation reporting.
Agile-4-FSM - Improving estimates by a 4-pieces puzzleLuigi Buglione
The document discusses improving estimates in Agile projects through a four-piece puzzle approach: (1) requirements including representing both functional and non-functional requirements in user stories, (2) methods for sizing non-functional requirements such as SNAP, (3) using appropriate size measures for both functional and non-functional work, and (4) refining estimating and planning approaches to account for different types of requirements and iterations. Properly addressing all pieces of the puzzle through techniques like classifying user stories and using function point and SNAP analyses can help generate more accurate estimates for Agile projects.
This presentation collects several thoughts and conversations had with colleagues over the last few months about the role of the business analyst.
The diagrams and drawings are outcomes of these conversations and are ripe for further expansion. In many instances they are half thought through, or missing key things that help round them out.
You can help: If you have comments or opinion please add them below.
This candidate has over 20 years of experience as a business analyst and data analyst. They have extensive experience writing SQL queries to extract and analyze data from relational databases, creating documentation, and acting as a liaison between business and technical teams. They have worked on many projects involving data mapping and requirements gathering at large financial institutions.
The document discusses the role of a business analyst, including their responsibilities in requirements gathering, documentation, and user training. It outlines the skills required such as communication, analytical skills, and problem solving. It also covers the software development life cycle and methodologies like waterfall, spiral, iterative, and agile. Key business analysis techniques are described like requirements elicitation, documentation standards, and UML diagrams.
The document is an introduction to the Business Analysis Body of Knowledge (BABOK). It defines business analysis and outlines the key concepts in the BABOK, including domains, solutions, requirements, knowledge areas, tasks, techniques, and underlying competencies. The knowledge areas cover topics like planning, elicitation, requirements management, and solution validation. The document provides guidance on how business analysis is practiced according to the BABOK framework.
What’s in Your BA Toolkit?Are you frustrated with the tools, or lack of tools, in your Business Analysis Toolkit? Are your current tools hindering your productivity? Learn about what to look for in your toolkit and how to choose the tools that meet your needs.
This document discusses supply chain and customer collaboration. It begins with defining collaboration as working together towards a common goal. It then outlines the agenda which includes a market overview of Asia Pacific's growing economies and consumer markets. It discusses how supply chain collaboration can help address increasing cost pressures, sustainability concerns, technology opportunities, and demands for higher end-consumer satisfaction. The document advocates for a partnership approach between logistics companies and customers to jointly address these challenges through shared investment, planning and access to information systems.
The document provides financial statements and related analysis for a company that expanded significantly in 2004. It includes:
1) Income statements, balance sheets, and cash flow statements for 2003 and 2004, showing large increases in assets, liabilities, and negative cash flow from operations due to the expansion.
2) Analysis of the impact of expansion on metrics like net operating working capital, operating capital, NOPAT, FCF, ROIC, EVA, and MVA, all of which declined significantly.
3) Discussion of key concepts related to financial statements, cash flows, taxes, and valuation like free cash flow, operating assets/liabilities, tax rates, and implications of municipal bonds.
Product traceability and food safety (15 oct08)ECR Community
The document discusses issues around consumer trust in food and consumer products due to contamination issues and misleading health claims. It argues that establishing full traceability systems across supply chains can help rebuild consumer trust by enabling companies to track products, isolate risks, and credibly support product claims. However, current traceability systems have gaps, and a virtual traceability ecosystem is needed to realize the full benefits of traceability.
This document summarizes the key aspects of food traceability from compliance to opportunity. Traceability has become a regulatory requirement in both the EU and US to identify unsafe food and enable recalls. It allows food to be tracked from farm to fork through all stages of production, processing, and distribution. While traceability ensures compliance, it can also provide brand protection and market access opportunities when customers demand transparency in supply chains. Technologies continue to advance traceability capabilities from paper-based systems to electronic tracking using barcodes, RFID, and analytical techniques. Effective traceability gives organizations supply chain visibility to communicate their practices and story to consumers.
The document describes techniques for conducting effective retrospective meetings in agile software development teams. It includes templates for gathering feedback on participant mindsets, team satisfaction levels, identifying positives and opportunities from the previous sprint, using 5 whys to determine root causes, and showing appreciation. The goal is to help teams continuously improve by learning from their experiences.
The document discusses how to break down large requirements into smaller, independent user stories for agile software development. It recommends following the INVEST principles to create user stories that are independent, negotiable, valuable, estimable, small, and testable. Some patterns for splitting large stories are also described, such as breaking stories into workflow steps, major efforts, business rule variations, and operations. The goal is to create functional pieces that deliver business value iteratively in a manageable way.
The document discusses improving a company's approach to application performance. It recommends integrating performance testing into continuous integration to automate testing and monitoring. This would help find issues earlier, reduce time to market, and better monitor real user behavior and system health. The future approach is described as continuous performance integration, with performance tests running in Jenkins, automated reporting, and real user monitoring for real-time feedback.
The document discusses the role of a business analyst and how it has evolved over time. It describes a business analyst as a liaison between business stakeholders and technical teams who helps define business needs, gather requirements, and ensure successful implementation of projects. The role of the business analyst has changed significantly due to factors like industry trends showing high rates of failed projects, quality initiatives emphasizing standards and documentation, and increased outsourcing requiring clear requirements. Today, essential skills for business analysts include communication, understanding business domains, modeling tools, and helping verify solutions meet business needs.
This document summarizes topics around quality management and control. It discusses code management challenges like spaghetti code and how to prevent it through coding guidelines, code reviews, and change tracking. It also covers defining a clear prioritization process to manage competing demands. The document proposes ways to control quality such as gating processes and testing. Finally, it shares two personal case studies, one about clarifying vague requirements for a telecom project and another analyzing user behavior data to assess ROI and guide business decisions.
This document contains summaries of 25 presentations on lean manufacturing topics from a company called Superfactory. The summaries cover lean concepts and tools such as 5S, kaizen, value streams, mistake proofing, quick changeover, Six Sigma, theory of constraints, and more. Each summary is 1-2 paragraphs long and outlines the main sections or steps covered in the corresponding presentation.
Mike Cottmeyer - How to Own a Really big complex ProductSFA
This document discusses how to manage product ownership at scale for complex, multi-team products. It notes that product owners do not scale effectively and common strategies like assigning one product owner per team do not work. Instead, it advocates developing organizational capabilities for business analysis, engineering, and leadership/coordination. These capabilities can be expressed differently depending on the level of scale, such as through product owner teams, Scrum of Scrums, integration teams, and alignment of culture. The key is delivering value across multiple teams by thinking holistically about capabilities rather than focusing on individual roles.
Brief, but descriptive tutorial of the Scaled Agile Framework (SAFe) 4.5. Starts with impetus for agility, overview of lean and agile thinking, definition of portfolio management, explanation of SAFe and its values and principles, etc. Then, provides a level-by-level overview of SAFe, including case studies, metrics, business case, adoption statistics, roles, responsibilities, and other considerations. Closes with a nice summary of key SAFe implementation principles ...
PMI EMEA Global Congress: Integrating Agile in a Waterfall WorldJoseph Flahiff
Although many practitioners take a black and white stance regarding agile, you can benefit from a shade of gray. If you are part of an enterprise organization it is likely that a large majority of projects are run using the traditional waterfall approach to project management; gray agile projects can fit in this world. In this workshop you will take a fresh look at the benefits and challenges of implementing agile projects in a waterfall world.
Learning Objectives
* Learn how agile in an enterprise (non-software) company differs from agile in a small software company and what can be expected.
* Learn why “agile vs. waterfall” is not a valid proposition and four alternatives for managing increasingly agile projects.
* Learn how to successfully mix agile and sequential project models in a single project.
Although many practitioners take a black and white stance regarding agile, you can benefit from a shade of gray. If you are part of an enterprise organization it is likely that a large majority of projects are run using the traditional waterfall approach to project management. Gray agile projects can fit in this world. In this workshop you will take a fresh look at the benefits and challenges of implementing agile projects in a waterfall world.
This document discusses planning for benefits realization from projects and investments. It outlines key activities in developing a benefits plan such as finalizing measurements, obtaining stakeholder agreement, and producing a benefits plan and investment case. It also discusses executing the benefits plan, reviewing results, and monitoring benefits after implementation to evaluate what was achieved and identify further actions needed.
Alan Berow is a customer-focused leader with extensive experience in process improvement, organizational transformation, and agile methodologies. He has led numerous process improvement projects resulting in cost savings, cycle time reductions, and increased customer satisfaction. Berow has expertise in Lean Six Sigma, Scrum, and facilitating agile transformations. He has held roles in quality assurance, process engineering, and project management at companies including HERE Technologies, Westell, Tellabs, True Value, and Rockwell International.
This document outlines the approach and content of a course on technology transfer services and strategy engineering. The course is designed to teach students how to strategically solve real-world problems through a multi-stage process. It begins by having students identify and analyze problems, then develop requirements and design solutions to drive key performance indicators toward desired outcomes. Various tools are used at each stage, and students work in teams on multiple problems while receiving continuous feedback to foster learning over evaluation. The goal is for students to gain experience applying a rigorous process to strategically address issues.
1) Smart companies are combining traditional and agile practices to increase business value by using more plan-driven methods for elements high in criticality and stability, and agile methods for elements high in volatility.
2) The BA role is not going away in an agile world because many projects do not fit the agile "sweet spot" and BAs provide value as facilitators, problem-solvers, and producers of documentation.
3) Traditional BA techniques like functional decomposition, scenarios and use cases, and requirements workshops can improve agile-inspired projects by achieving a deep understanding of problems and managing conflicts collaboratively.
The document provides an overview of agile methods and approaches for software development. It discusses why agility is needed given rapidly changing business environments. Traditional sequential approaches are compared to iterative agile approaches. Specific agile frameworks like Scrum, Extreme Programming (XP), Kanban, and Lean-Agile are described. Benefits of agile include increased business value, reduced risk and uncertainty, and ability to respond to changing customer needs. The document provides details on how each framework works and when each is best applied.
Agile Tour Taichung 201601 從趨勢科技的agile之旅談改變的導入AgileTaichung
The document discusses Trend Micro's journey towards adopting Agile practices. It began in 2007 with 10 projects adopting Agile and has since grown to 49 projects, 7 of which have continued for multiple iterations. Surveys in 2010 found improvements in processes. Key aspects of the transition included developing an Agile mentality, establishing communities to share knowledge, and making continuous improvements. The presentation emphasizes that change is an ongoing journey and provides tips for introducing change, such as clarifying objectives and benefits, starting with early adopters, and expanding influence over time.
The document discusses the role of the business analyst and how it has evolved over time. It describes how the role has expanded from simply gathering requirements to now requiring excellent communication skills, an understanding of business processes, and the ability to facilitate projects. Additionally, it outlines the essential skills needed for a business analyst, including eliciting requirements, technical awareness, scope and change management, and acting as the liaison between business and technical teams.
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Traceability: Why Connecting the Dots is Important
1. Traceability:Traceability:
Why Connecting the Dots isWhy Connecting the Dots is
ImportantImportant
International Project Management DayInternational Project Management Day
Friday, November 5, 2010Friday, November 5, 2010
2. Jennifer C. Colburn, CBAP, PMPJennifer C. Colburn, CBAP, PMP
Senior Business Analyst at Kindred HealthcareSenior Business Analyst at Kindred Healthcare
CBAP (Certified Business Analysis Professional) by theCBAP (Certified Business Analysis Professional) by the
IIBA (International Institute of Business Analysis)IIBA (International Institute of Business Analysis)
PMP (Project Management Professional) by PMIPMP (Project Management Professional) by PMI
(Project Management Institute)(Project Management Institute)
VP of Education for Louisville Chapter of the IIBAVP of Education for Louisville Chapter of the IIBA
2009-20102009-2010
Member of the IIBA’s Business Analysis CompetencyMember of the IIBA’s Business Analysis Competency
Model CommitteeModel Committee
Enjoys traveling to other countries.Enjoys traveling to other countries.
3. What is Traceability?What is Traceability?
Traceable –adjectiveTraceable –adjective
1. capable of being traced.1. capable of being traced.
2. attributable or ascribable (usually fol.2. attributable or ascribable (usually fol.
by to): a victory traceable to goodby to): a victory traceable to good
coaching.coaching.
http://dictionary.reference.com/browse/traceabilityhttp://dictionary.reference.com/browse/traceability
4. Connecting the DotsConnecting the Dots
http://appraisalnewsonline.typepad.com/photos/uncategorized/2007/12/19/connect_the_dots.jpghttp://appraisalnewsonline.typepad.com/photos/uncategorized/2007/12/19/connect_the_dots.jpg
5. Traceability for IT ProjectsTraceability for IT Projects
Enterprise TraceabilityEnterprise Traceability
Understanding how the project traces back toUnderstanding how the project traces back to
organizational goals.organizational goals.
Requirements TraceabilityRequirements Traceability
Tracing Business, Functional, and TechnicalTracing Business, Functional, and Technical
Requirements and Use Cases/Test ScriptsRequirements and Use Cases/Test Scripts
6. Enterprise AnalysisEnterprise Analysis
Understanding the “big picture”Understanding the “big picture”
DefineDefine businessbusiness goals the solution must meetgoals the solution must meet
Integrate requirements into largerIntegrate requirements into larger businessbusiness
architecturearchitecture
Support initiatives and long term planningSupport initiatives and long term planning
Strategic planning, business case development,Strategic planning, business case development,
CBA, feasibility studiesCBA, feasibility studies
““Why are we doing this?”Why are we doing this?”
From the Business Analysis Body of Knowledge v 2.0From the Business Analysis Body of Knowledge v 2.0
9. Where is the “Big Picture”?Where is the “Big Picture”?
Mission StatementMission Statement
Portfolio StrategyPortfolio Strategy
Business StrategyBusiness Strategy
Strategic InitiativesStrategic Initiatives
Success FactorsSuccess Factors
Balanced ScorecardsBalanced Scorecards
Business goals of your sponsorBusiness goals of your sponsor
10. Documenting EnterpriseDocumenting Enterprise
TraceabilityTraceability
SponsorSponsor
Project CharterProject Charter
Clearly stated Business ObjectivesClearly stated Business Objectives
SMART (Specific, Measurable, Achievable, Relevant, Time-SMART (Specific, Measurable, Achievable, Relevant, Time-
Bound)Bound)
Cost Benefit AnalysisCost Benefit Analysis
ROIROI
Change ControlChange Control
Relationship between project components and businessRelationship between project components and business
goals/objectivesgoals/objectives
12. Requirements TraceabilityRequirements Traceability
"In the requirements engineering field,"In the requirements engineering field,
traceability is about understanding how high-traceability is about understanding how high-
level requirements -- objectives, goals, aims,level requirements -- objectives, goals, aims,
aspirations, expectations, needs -- areaspirations, expectations, needs -- are
transformed into low-level requirements. It istransformed into low-level requirements. It is
therefore primarily concerned with thetherefore primarily concerned with the
relationships between layers of information."relationships between layers of information."
Requirements Engineering (Second Edition) Hull, Jackson & Dick.Requirements Engineering (Second Edition) Hull, Jackson & Dick.
13. Requirements TraceabilityRequirements Traceability
Prevent scope creep and/or gold platingPrevent scope creep and/or gold plating
Ensure a quality productEnsure a quality product
““Does the solution do what it is suppose to do?”Does the solution do what it is suppose to do?”
Facilitates Change ControlFacilitates Change Control
Assists in prioritization and future planningAssists in prioritization and future planning
““The ability to describe and follow the life of a requirement, in bothThe ability to describe and follow the life of a requirement, in both
a forward and backward direction (i.e. from its origins, througha forward and backward direction (i.e. from its origins, through
its development and specification, to its subsequent deploymentits development and specification, to its subsequent deployment
and use, and through periods of ongoing refinement andand use, and through periods of ongoing refinement and
iteration in any of these phases).”iteration in any of these phases).”
http://www.projectperfect.com.au/info_requirements_traceability.phphttp://www.projectperfect.com.au/info_requirements_traceability.php
14. Traceability MatrixTraceability Matrix
Associates the business and functional requirementsAssociates the business and functional requirements
with the use cases and test scripts that will be usedwith the use cases and test scripts that will be used
to validate them.to validate them.
Ensures completeness of testing and provides theEnsures completeness of testing and provides the
basis for test planning.basis for test planning.
Can be a stand-alone document or part of theCan be a stand-alone document or part of the
requirements document or test plan.requirements document or test plan.
Change Control- when a business requirementChange Control- when a business requirement
changes (or changes priority)- it can be identifiedchanges (or changes priority)- it can be identified
and updated easily throughout all documentation.and updated easily throughout all documentation.
http://www.slideshare.net/jennifercolburnhttp://www.slideshare.net/jennifercolburn
15. Traceability Matrix Example 1Traceability Matrix Example 1
Each Business Requirement decomposed to smallest package andEach Business Requirement decomposed to smallest package and
assigned a unique identifier. BR 001assigned a unique identifier. BR 001
Each Business Requirement will have one or more functionalEach Business Requirement will have one or more functional
requirements. FR 001.01, FR 001.02requirements. FR 001.01, FR 001.02
The relationship of driver (i.e. requirement) to satisfier
(i.e. use case or test script) can be one-to-one, one-to-
many, or many-to-one. Traceability requires unique
identifiers for each requirement and use case/test script.
16. Traceability Matrix Example 2Traceability Matrix Example 2
http://lh5.ggpht.com/_vdqOsYKAf0Y/Sjw5tKW4EyI/AAAAAAAAAXM/YoRVMRxsOgUhttp://lh5.ggpht.com/_vdqOsYKAf0Y/Sjw5tKW4EyI/AAAAAAAAAXM/YoRVMRxsOgU
/Sample%20Traceability%20Matrix2_thumb%5B2%5D.jpg/Sample%20Traceability%20Matrix2_thumb%5B2%5D.jpg
18. SummarySummary
Projects that are aligned with business goalsProjects that are aligned with business goals
provide value.provide value.
Enterprise Traceability proves alignment toEnterprise Traceability proves alignment to
business goals.business goals.
Requirements Traceability assists inRequirements Traceability assists in qualityquality
solutions that meet the business needs.solutions that meet the business needs.
Traceability allows for greater control ofTraceability allows for greater control of
inevitable changes during a project.inevitable changes during a project.
Editor's Notes
Traceability allows you to connect the dots from one point to another, both forwards and backwards. Why is connecting the dots important?
Sometimes traceability is REALLY important- last year the Christmas Day underwear bomber incident was attributed to a failure to connect the dots. Traceability can be really important on our projects as well. Fortunately, for most of us, our projects don’t involve life or death situations.
This presentation will cover 2 traceability concepts that are important to IT projects- these are relevant to Project Managers, Business Analysts, and any members of the project team including technical resources.
Some companies use software that traces organizational objectives all the way down to lines of code to capture the value of IT and ROI. For companies that don’t, it can still can be done in less automated ways through documentation.
To understand Enterprise Traceability you first need to understand Enterprise Analysis and Enterprise Architecture
What does success look like to the business? If you can answer this question, you can prove project value.
Formal enterprise traceability through documentation benefits the project- artifacts prove project value to organization.
Informal traceability- understanding how the project fits into the big picture- benefits the project team and can improve team moral and motivation. If they understand the relationship between stakeholder needs and what they are doing, then they understand the value they add.
How many are familiar with the Zachman Framework? Schema or Taxonomy used in enterprise architecture that asks What, How, When, Who, Where and Why across various stakeholders including Business, Systems, and Technology. Understanding the Business Model is key to IT.
Each row represents a distinct perspective, but the deliverables from each perspective must give enough detail to translate into the level beneath them in order to define the solution. Each level must understand the constraints of the other levels.
Planner = C-level view
Each perspective focuses on the same questions (the top row) and answers them from their viewpoint, creating models for each.
The Why column provides the business drivers for all other columns.
How do we know if our project addresses a critical need? How do we trace it to organizational goals & objectives?
Most organizations don’t have a “big picture” hanging on the wall somewhere. Some are too complex, some are not that mature,
Familiarize yourself with the organization’s mission, strategic initiatives, goals and more granular objectives.
Find out what your sponsor is managing, what goals are they being held to? What metrics are they responsible for? Your sponsor should provide insight into the business goals and objectives.
Even infrastructure projects can tie back to business objectives, as the infrastructure project is likely a dependency for other projects that are tied directly to business goals and objectives.
Documentation of the relationship between specific project components and business goals/objectives is important so that when a business goal/objective changes, or its priority changes, it is easier to determine and control changes
For Project Managers, this is similar to a WBS, where the large chunks of work are broken down into their smallest components, or tasks. Requirements are broken down from the high level objectives in the project charter to specific business requirements that are decomposed into their smallest package and given a unique identifier. The same process is then followed for functional and technical requirements. With this traceability, if a stakeholder priority changes, it is easier to reallocate resources. This information should be shared with the entire project team, so they have visibility into the “why” as well as what needs to be done if priorities change.
Traceability assists in preventing scope creep as a functional requirement must have a business requirement driver.
Traceability assists in delivering a complete solution, as every business requirement must be satisfied by a functional requirement, a technical requirement and a use case or test script.
It also assists program managers if a business rule that affects multiple projects is changed, it is much easier to determine impact across all effected projects as it relates to resources and budget.
Understanding the origin- who requested the requirement, the priority of the requirement, etc is important for the entire project team, including the BA, the PM and the developer. Requirement Management software is the best way to accomplish this. If your organization does not have these tools, it still can be accomplished using a spreadsheet
Following best practices, business requirements should be decomposed to the smallest package and numbered with the following numbering convention: BR001, BR002, etc. For each business requirement there will be one or more functional requirements that should match the numbering convention for the associated business requirement: FR001.01, FR001.02, FR001.03, FR002, etc. Functional requirements should be decomposed to the smallest package.
For each functional requirement, there will be one or more associated technical specs that should match the numbering convention of the associated functional requirement: TS001.01.01, TS001.01.02, TS001.02, etc. Technical specs should be decomposed to the smallest package.
For simplicity, Tech Specs can be kept in a separate spreadsheet (see Tech Spec Traceability Matrix).
Easiest to use an Excel Spreadsheet.
Line items in test scripts can be traced back to functional requirements, to allow for ease in updating test scripts when functional requirements change.