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1 Articles match "2007","Business Analyst"

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Mastering Development with Microsoft Office SharePoint Server (MOSS)
Gain practical experience on how to efficiently fully leverage MOSS 2007 in your business Focus on solving real business scenarios Discuss detailed strategies for document management, web content management, and records management Leverage the business intelligence platform to connect, expose and query important business data Mastering Development with Microsoft Office SharePoint Server 2007 provides developers with the practical information and hands-on experience they need to fully leverage MOSS in their enterprise business.
DevelopMentor Courses - Friday, June 12, 2009
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6 Articles match "2007","Business Analyst"

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Debunking some myths about Agile
Last week a comment arrived on my Failures in Agile process entry from April 2007. To find this project you need to a) be able to deliver, b) actually deliver business value. • ”all developers must be higly skilled (no learning moments are allowed)” First part: Highly skilled developers help any project go better. The original XP project, C3, did cause the near nervous breakdown of the first “Customer” - Business Analyst or Product Manager really which was a failure in C3. I think I get quite a few comments on this blog and I publish most of them. to do this. False.
Allan Kelly's Blog - Sunday, September 14, 2008
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IT: Better to be effective or aligned?
From this survey they are able to divide companies into four categories - a nice 2x2 matrix based on whether a company has effective (or ineffective) IT and whether the IT is aligned with business strategy (or pursuing its own.) These four categories are: IT Enabled Growth : These companies have highly effective IT groups who are closely aligned to the business. Maintenance zone : These the basket cases, IT is not aligned with the business and it is not effective. This occurs when IT operations are aligned to the business (i.e. Sorry, I shouldn’t be so negative.
Allan Kelly's Blog - Saturday, December 1, 2007
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Feeling sorry for EDS - business that don't know what they want
don’t know the rights and wrong of the case, what I do know is that businesses frequently don’t know what they want. Companies with their own IT groups often get into this mess, the business can’t tell the IT people what they want. The business side needs to set the overall goals - ‘build a state of the art customer service system to produce competitive advantage’. Business needs to be able to articulate what it wants but it is wrong to think it can articulate everything up front. Business and IT need to make choices together. But this time maybe I do.
Allan Kelly's Blog - Tuesday, October 23, 2007
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  • Failures in Agile process?
    One downside is that the Product Owner role – typically filled by a Business Analyst, Product Manager, Customer or other proxy-customer – is given an immense work load. However when I thought about this I don’t think the failure is a failure of Agile, I think it is a failure of the business. One of the questions that was posed at ACCU conference was “What are the downsides of Agile development?” rdquo; – and “What does Agile failure look like?” rdquo; I have tried to answer the first question before but failed myself.
    Allan Kelly's Blog - Sunday, April 22, 2007
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  • IT: Better to be effective or aligned?
    From this survey they are able to divide companies into four categories - a nice 2x2 matrix based on whether a company has effective (or ineffective) IT and whether the IT is aligned with business strategy (or pursuing its own.) These four categories are: IT Enabled Growth : These companies have highly effective IT groups who are closely aligned to the business. Maintenance zone : These the basket cases, IT is not aligned with the business and it is not effective. This occurs when IT operations are aligned to the business (i.e. Sorry, I shouldn’t be so negative.
    Allan Kelly's Blog - Saturday, December 1, 2007
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  • Software requirements and strategy
    few weeks ago I wrote about the role of requirements in software development, and then I wrote about business strategy. If you lack either you might still go through the motions of developing software but it is unlikely that it will meet market or business needs, and it is unlikely you will have a successful product. These people may be called Product Owners, Business Analysts or Product Managers, what ever, someone has to decide what is in the product and the code developers are not the right people. Still here it is, better late than never. Now the difficult bit.
    Allan Kelly's Blog - Monday, September 3, 2007
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  • Requirements: A dialogue not a document
    When developers have to guess it is the business which suffers. What needs doing (the requirements) always needs to be rooted in what the business or market wants and needs. One of these people needs to be the owner of the requirements, these may be called the Product Manager, the Product Owner, a Manager or a Business Analyst. I’m not a lover of requirements documentation. ve discussed this at length before - see Why Do Requirements Change? and The Documentation Myth. These two conditions arise when people try to take short cuts with documentation.
    Allan Kelly's Blog - Sunday, August 12, 2007
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  • Feeling sorry for EDS - business that don't know what they want
    don’t know the rights and wrong of the case, what I do know is that businesses frequently don’t know what they want. Companies with their own IT groups often get into this mess, the business can’t tell the IT people what they want. The business side needs to set the overall goals - ‘build a state of the art customer service system to produce competitive advantage’. Business needs to be able to articulate what it wants but it is wrong to think it can articulate everything up front. Business and IT need to make choices together. But this time maybe I do.
    Allan Kelly's Blog - Tuesday, October 23, 2007
    READ MORE
  • Debunking some myths about Agile
    Last week a comment arrived on my Failures in Agile process entry from April 2007. To find this project you need to a) be able to deliver, b) actually deliver business value. • ”all developers must be higly skilled (no learning moments are allowed)” First part: Highly skilled developers help any project go better. The original XP project, C3, did cause the near nervous breakdown of the first “Customer” - Business Analyst or Product Manager really which was a failure in C3. I think I get quite a few comments on this blog and I publish most of them. to do this. False.
    Allan Kelly's Blog - Sunday, September 14, 2008
    READ MORE