Sunday, November 19, 2017

Entries for the 'Requirements Elicitation' Category

09

The optimal path to mature requirements practices is often obscured by misinformation. Register now to see how to make significant operational improvement in requirements maturity and select a path based on a strong foundation of research and quantified success.

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18

This session provides attendees with hands on techniques for determining the outcome of their projects before the project really gets rolling. This session is about facts, and presents extensive research from IAG’s new Business Analysis Benchmark Study to help business analysts and project managers build a predictive risk assessment model. This session puts the intake and requirements gathering process of the project lifecycle under the microscope to determine what actions Business Analysts and Project Managers can take to more consistently achieve a successful outcome on their projects.

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11

In this Webcast, Amit Parikh, manager of systems consulting for Quest Software will show you some best practices to simplify the process of defining reporting requirements, finding the data you need, and designing and distributing reports. Featuring examples from organizations who have implemented Toad for Data Analysts’ technology, Parikh will demonstrate how to utilize a simple workflow to perform the following tasks...

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21

 Why should it take months to determine project scope and gather requirements? Register now to look at the underlying problems that impede the collection of business requirements and make projects less successful.

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21

 Managing Requirements Operational Excellence is about making significant change in requirements discovery and management performance.
This session is for the business analyst leadership and development executive looking to make long term, systematic improvement to their business analyst organization.

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07

A thorough discovery of business requirements is almost never readily available at an analyst’s fingertips—rarely can requirements be quickly looked up as one would gather information for a term paper or study for a test. Much of business or technical requirements is not documented anywhere—it resides in the minds of stakeholders, in feedback that has yet to be obtained from end users, and from a study of flowcharts and surveys that have yet to be created. And so requirements must be elicited, or drawn out, and the methodology in doing so must be logical and meticulous. The importance of elicitation cannot be overstated, for it is the linchpin to any requirements project.

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10

You remember the game of telephone, right? The test of communication skills where one person whispers a message to his neighbor, and that message is translated multiple times from person to person until eventually, the last contestant repeats her interpreted message aloud. The goal is for the final person in the chain to correctly hear the original message, but invariably, there is laughter all around as the message is misconstrued.

When this happens in business however, it’s no laughing matter... There is a tendency to interpret information in very individualized ways, but as business analysts (BAs), we don’t want to allow for that. Rather, BAs strive for clear, concise and coherent articulation of requirements because it influences the outcome of solutions.

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13

Before you can chart how you are going to implement a solution, everyone involved in the development effort must agree on why you need it to start with and that it is the very best solution available. Business requirements are fundamental to any development effort because they define where you are going by articulating the business problem and its solution—why it is needed and how to measure its success.

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07

Very few people doubt it nowadays: The gathering of requirements and its appropriate documentation is a fundamental step in the success of any project. Yet, many people still disregard it.

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28

Requirements gathering activities should be scheduled by your project plan like any other project related activities. If these activities don't track to the schedule, whether because the schedule isn't feasible or some other reason, it will cause all the dependant activities to slip. Once you've chosen your requirements gathering approach and the stakeholders you'll meet with to gather the requirements, you can schedule the meetings, or interviews, or other methods for soliciting the requirements.

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