Entries for 'adrian'

"Business Analysis is about thinking what your solution should do, while Design is about how to make it happen using the technology available. Don't ever combine the two - you save nothing."

This paper by Brian Cooney, principal instructor at IRM, describes the need for clear separation between the two phases and the benefits this provides for a successful project outcome.

Author: Brian Cooney

In this issue of the IIBA Newsletter: BABOK v2 Outlined by Kevin Brennan Requirements Simulation - Analyst's Perspective by Joel Benayon Update on Annual General Meeting 2007 by Indy Mitra Baltimore IIBA Chapter Note by Rick Straub New Brunswick Chapter Note by Mary Ann Johnson

Given a specific project with a reasonably defined charter and clear business goals you, the business analyst, set out to elicit and document the detailed business requirements. So when do you stop? How do you know when you are done gathering the requirements?

In this issue of the IIBA Newsletter: Base Consulting and Management Inc. Provides Financial Guidance by Shannon Bott BABOK Update by Kevin Brenan Experiencing the CBAP—Pre- and Post-Exam by Shirley Sartin

Many of the characteristics of properly specified requirements have been well known for many years, at least among professional requirements engineers. Yet most requirements specifications seen today in industry still include many poor-quality requirements. Far too many requirements are ambiguous, incomplete, inconsistent, incorrect, infeasible, un...

In this issue of the IIBA Newsletter: Memoir of the CBAP Exam by Chip Schwartz One Test-Taker’s Thoughts on the CBAP’s Value and Lengthy Application by Diana Cagle New Sponsorship Program by Liz Hadland Springtime Chapter News by Glenn Bule

In this column, I summarize the 12 worst of the most common requirements engineering problems I have observed over many years working on and with real projects as a requirements engineer, consultant, trainer, and evaluator. I also list the negative consequences of these problems, and most importantly suggest some industry best practices that can he...

Many managers and others who are not professional requirements engineers tend to greatly over-simplify requirements engineering (RE). Based on their observations that requirements specifications primarily contain narrative English textual statements of individual requirements and that all members of the engineering team are reasonably literate, the...

Customers are never thrilled to find out they can’t get all the features they want in release 1.0 of a new software product (at least, not if they want the features to work). However, if the development team cannot deliver every requirement by the scheduled initial delivery date, the project stakeholders must agree on which subset to implemen...

Beware of the colleague or supplier who spends large amounts of time in meetings discussing the format, sequence, and wording of documents they will deliver and very little time on the actual content. Strategically, substance is what counts. In this issue of Strategic Software Engineering I will point to some common problems when form becomes a hig...

Author: Derrick Brown and Jan Kusiak This extract from IRM’s training material looks at how systematic, creative thinking techniques can be used to design practical solutions to business problems. The first step in developing a solution is to identify and define the problem - see the IRM paper Problem Analysis Techniques. Using the problem definit...

The research work of Wil van der Aalst, Arthur ter Hofstede, Bartek Kiepuszewski, and Alistair Barros has resulted in the identification of 21 patterns that describe the behavior of business processes. This paper reviews how two graphical process modeling notations, the BPMN Business Process Diagram from the Business Process Management Initiative...

This tutorial/white paper introduces business process modeling using the BPMN process modeling standard. This session will show how BPMN can support different methodologies as well as different modeling goals (e.g., orchestration and choreography), using actual business processes as examples. Sample business models will also be presented and explor...

This extract from IRM's training material looks at how a structured approach to defining and analysing problems can be used as the basis for designing better solutions. Part 1 of this paper looks at problem definition. Part 2 introduces the reader to analytical techniques for determining the root cause of a problem. Future papers in this series wil...

The Business Process Modeling Notation (BPMN) has been developed to enable business user to develop readily understandable graphical representations of business processes. BPMN is also supported with appropriate graphical object properties that will enable the generation of executable BPEL. Thus, BPMN creates a standardized bridge for the gap betwe...