One of the Sidebars to the Business Agility Manifesto unabashedly indicts the software industry for its long-standing failure to provide direct support for obligations, an obvious and fundamental aspect of real-life business activity.
Where can you find obligations in business? Virtually everywhere you look: acts, laws, statutes, regulations, contracts, MOUs, agreements, terms & conditions, deals, bids, deeds of sale, warranties, guarantees, prospectuses, licenses, citations, certifications, notices – and of course, business policies.
Direct support for obligations is a fundamental capability your organization needs in the Knowledge Age. What’s it about?
Most of us are well aware of the problem of organizational silos and non-integrated applications and channels. The question is how can we plan to eliminate them? The notion of a value chain is to take a 10,000-foot view of the business based on how value is created incrementally toward final delivery of products to end-customers. In other words, a value chain model looks holistically at the value-adding capabilities of an organization end-to-end, irrespective of organization lines of responsibility or existing functional activities.
The relationship between a business analyst and the stakeholders is one of the fundamentals to the journey of delivery. If the relationship is dysfunctional, the process of delivering the solution will be negatively impacted... Each one of us is blessed with a different personality that makes us unique. In the case of business analysts, personality plays an important role, thus making it a key to survival. Business analysts are adaptive survivors. It is imperative that every impacted stakeholder is engaged and collaborating. It's fundamental to a robust requirements analysis process. Having mentioned the need to bond with your stakeholders, let’s see what skills are needed to be a successful business analyst.
Decisions are at the heart of every business transaction. That’s why it is crucial to make the right decision at the right moment in time. In high turnover environments this can be an issue, as new staff need constant monitoring as they ‘learn the ropes’. This can lead to a significant deficit in efficiency and customer satisfaction.
To counter this problem, we advocate what we call a ‘Decision-Centric Approach’, which is designed to address the business challenge by enabling innovative technology in those crucial ‘moments of truth’
What do you put down in non-functional requirements when you are documenting requirements in your project? When we say non-functional we typically mean those requirements that are not related to functionality of the system, then what exactly are these and why do we need them.
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