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16 Cards in this Set
- Front
- Back
Clarifying needs and metrics
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Centers on developing and communicating the business reason for initiating the project or endeavor, and weighing the associated time and expenditure against value of the project's specific outcomes.
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Clarify the business needs
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Mandates collecting opinions and perspectives from all the relevant stakeholders to describe both the tangible and intangible benefits to derive from the project
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Techniques to clarify business needs
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Observation
Brainstorming Formal surveys Personal interviews Focus groups |
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How both current and future state of organization is to be measured
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Financially quantifiable and non-financially quantifiable data.
Directly measurable types of information that either does or does not related to financial performance |
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Non-financially quantifiable data
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Reduced processing times
Shorter sales cycles Quicker information retrieval |
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Non-quantifiable or intangible data
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Information about something that isn't directly measurable but clearly has value to the organization.
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Examples of Non-quantifiable or intangible data
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Customer satisfaction
Shorter time to market Better employee morale |
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Qualifiable data
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Measurements of "softer" issues like opinions and experiences
Involves user satisfaction ratings |
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Sustainable data
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Can be communicated to and understood by unknown users, and unknown processing systems
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Business case contains standard elements
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Costs, for the hardware, software and hr required
Return on Investment, and how long until new solution is paid for out of the savings achieved Budget, or the amount of money to be allocated in given periods of time and the source of that funding Timeline, or accounting of how the project and associated expenditures are expected to unfold Key stakeholders, people inside and outside the organization who are most likely to be affected by the new solution Business benefits, ito costs savings, process efficiency, revenue opportunities Scope, the reach of the new solution across technology stacks and operational departments |
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Risk analysis
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Accounting of technical and non-technical risks that have been uncovered
Probability of those risks occurring Impact on the project or organization if risks occur Probable cost of this impact Actions to take to avoid and/or minimize such an occurrence |
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Strategic goals
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Goals that are macro and far-reaching e.g. enabling the ability to bring new products to market faster than the can be today.
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Operational goals
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More granular and may be centered on particular departments or business processes
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Trade study, or trade-off study
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Activity of identifying the most balanced technical solutions among a set of proposed viable solutions.
Viable solutions are judged by their satisfaction of a series of measures or cost functions that describe the desirable characteristics of a solution. |
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Trade studies fall in three categories
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Controlled convergence - quick method to compare "primitive" design variables
Cost effectiveness - Links force structure implications to top-level requirements analysis Comprehensive - considers all applicable decision criteria |
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Cost factors to consider
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Technical training
Existing infrastructure Software licensing and maintenance User training |