BAs love Requirements Management Tools!
I love requirements management tools and wish all business analysts had access to them. Requirements management tools allow you to create requirements in a structured, organized fashion, consistent with other projects which leads to better stakeholder communication, better analysis and better products. More importantly, being able to reuse requirements increases productivity significantly. Unfortunately few analysts have access to these tools. They are expensive, fairly complex to learn, and don’t always easily integrate with other tools used in an organization. But that may be changing! DevOps is gaining acceptance and requires software development technology including requirements management tools which are integrated with other application life cycle management (ALM) tools because requirements are a critical part of the DevOps process.
The most difficult part of discovering and analyzing requirements on agile teams is determining how much detail is needed and when we should discuss the details. Early advocates of agile approaches, like SCRUM, emphasized a high level product vision at the beginning of development and then quick, lightweight user stories to support the vision detailed before each sprint. They suggested that we don’t need to get into any details until sprint planning. But as more and more teams are attempting to use agile approaches, the challenges of this requirements approach are exposed.
This is the fourth post in a series about the PMI-PBA certification. The Traceability and Monitoring domain follows the Analysis domain and includes much of the business analysis work that is traditionally called Requirements Management.
As organizations work to be more agile and nimble, people responsible for eliciting and analyzing requirements are working to find new ways to understand and communicate about user and product needs.
In the United States (and I am sure other countries), we hear lots of complaints about the cost of regulations. This is especially true during a presidential election year. The paradox of regulatory complaints is that some candidates argue complying with regulations is too costly, while others argue that the cost of not having enough regulations risks the safety of our community. Regulatory costs (or the costs of lax regulation) are not just monetary but also environmental, societal and can result in a degradation of our values and way of life (e.g. lead in our water system). I would like to suggest that more analysis would help curb the costs of regulation.
The second excerpt from our upcoming study guide PMI-PBA Domain: PlanningThis is the second in a series of posts about the creation of our PMI-PBA Exam Prep study guide. In my first post I talked about the Needs Assessment Domain http://360.rmcls.com/domain-needs-assessment/ and this post will highlight Business Analysis Planning. The PMI-PBA (Professional in Business Analysis) designation recognizes professionals who have experience and knowledge performing business analysis work. Business Analysis work is performed by people with many different titles and this is especially true in studying the Planning Domain. Project Managers recognize the critical importance of planning in project success. PMs have expertise in thinking ahead about how their projects will best be accomplished. They often consult with experts and known project team members to develop their plans and assess risks. This strategy of distributed planning is supported by the PMI-PBA Domain called Planning (and referred to as Business Analysis Planning…
A bridge between two detailed standards
One of the reasons I haven’t yet finished my PMI-PBA Certification study guide is that I wanted to make sure I was in alignment with PMI’s Requirements Management: A Practice Guide (see my blogs series on the development of my study guide http://360.rmcls.com/domain-needs-assessment/ ). For those of you who may have gone on holiday early, PMI published its new practice guide in December. At the date of this post it is still free to download so I suggest you get a copy now: http://www.pmi.org/learning/business-analysis-requirements-management.aspx
Notes on PMI’s New Business Analysis Track
I’ve been to PMI® Global Congress a few times in the past and always felt like an outsider. As a full-time business analyst (BA), I rarely found sessions that really hit on tips and techniques that would help me improve my work. And to be honest, although I am a PMP® and sometimes manage projects, I just don’t get excited about talking about project management for three days.
8 Tips for Choosing Business Analysis Techniques
The first time you became aware of the number of business analysis techniques, what was your reaction? Was it shock and awe, or a feeling that you would never be able to master all of them? Or were you familiar with many of the techniques, but not sure if you were using the most suitable ones in your business analysis work?
There has been a significant amount of discussion regarding the tension between development and agile contracts. Many see this conflict as irreconcilable, citing provisions in the Agile Manifesto favoring “working software over comprehensive documentation” and “customer collaboration over contract negotiation.”
Those who see the conflict this way claim that lawyers are operating in an outmoded mindset and need to be educated about the agile method of doing business. These same people claim that lawyers perceive many agile practitioners as unrealistic and naive.
In my view, this so-called tension is the result of a misperception of the lawyer’s role and of his or her duty to the client.