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  This model is provided by Don Firesmith of SEI.  Note the lack of an NFR category. More
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This entry was published on Sep 24, 2009 / Craig Brown. Posted in Requirements Analysis (BABOK KA) , Functional Specifications, Systems Analysis, Business Analysis, Structured Systems Analysis (DFDs, ERDs, etc.). Bookmark the Permalink or E-mail it to a friend.
Following the lead of another forum, where the question was asked about the use of UML by Business Analysts, I would like to ask the same question when we come to Agile Analysis. The answer is NOT simple and like all professional questions needs analysis. This means, I shall post a series of these blog pages, expanding one point at a time. I will ...
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This entry was published on Feb 26, 2009 / Gil. Posted in Unified Modeling Language (UML), Systems Analysis, Business Analysis, Agile Methods. Bookmark the Permalink or E-mail it to a friend.
User stories have a place in modern requirements management.  They may not be going to replace use cases but you shoulod know how to write them well. Invest In Good User Stories View SlideShare presentation or Upload your own. (tags: agile scrum)
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This entry was published on Jan 09, 2009 / Craig Brown. Posted in Requirements Management and Communication (BABOK KA), Functional Specifications, Systems Analysis, Agile Methods. Bookmark the Permalink or E-mail it to a friend.
E R Diagram View SlideShare presentation or Upload your own. (tags: er diagram)
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This entry was published on Aug 29, 2008 / Craig Brown. Posted in Data Analysis & Modeling, Systems Analysis, Business Analysis, Domain Modeling. Bookmark the Permalink or E-mail it to a friend.
Thirteen is all you need, at least in this point in time. I may add to them as time goes by, but I would also like to hear from readers if they have any suggestions or thoughts or their very own principles for IT Projects success. Pleae offer them and maybe we can get them into the second edition of the book...which you all remember is available at...
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This entry was published on Jun 17, 2008 / David Wright. Posted in Systems Analysis, Business Analysis. Bookmark the Permalink or E-mail it to a friend.
13. Given many medium to small software Deliverables, use Architecture to manage and integrate the Deliverables into a complete system. This is a more specific statement of Principle #3; in Cascade, an Information System Architecture is used to integrate the two week deliverables, until a complete deliverable (component, sub-system) is assemble...
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This entry was published on Jun 13, 2008 / David Wright. Posted in Systems Analysis. Bookmark the Permalink or E-mail it to a friend.
12. Within the three month phase, parcel work into two-week periods; analyze for 2 weeks, then design and develop for 2 weeks (two developers), and then test for 2 weeks. When the first 2 weeks of analysis is done, start the next two weeks of analysis in parallel to the design/development; carry on in cascading 2 week periods until the entire proje...
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This entry was published on Jun 09, 2008 / David Wright. Posted in Systems Analysis. Bookmark the Permalink or E-mail it to a friend.
#11.   Partition large projects into 3 month phases, that is the longest period you can plan for without the chance of significant change to priorities, resourcing, etc. I was lucky to learn this early in the 90's as Project Management was getting a higher profile, accompanied by the increased use of Microsoft Project. Other PM tools wer...
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This entry was published on Jun 05, 2008 / David Wright. Posted in Systems Analysis. Bookmark the Permalink or E-mail it to a friend.
#10. Models are better than text. I would like to think that by this point in time, this principle no longer requires justification. It has been at least a few years since I last saw a dense “SRD” or “SDD” document (SYSTEM REQUIREMENTS DOCUMENT, SYSTEM DESIGN DOCUMENT).  I must offer my respect to the many talented people who labored to produ...
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This entry was published on Jun 02, 2008 / David Wright. Posted in Systems Analysis. Bookmark the Permalink or E-mail it to a friend.
#9. Leave a record of what you have done, so the project will not miss you if you leave. If change is the only constant, then resources on a project will change. The risk in such change is that a person’s contribution to a project will be lost, and that the new person assigned to the project will have to start over. This is a particular risk in...
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This entry was published on May 29, 2008 / David Wright. Posted in Systems Analysis. Bookmark the Permalink or E-mail it to a friend.
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