دانلود کتاب Business Analysis: Best Practices for Success

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Business Analysis: Best Practices for Success\n Contents\n Preface\n Acknowledgments\n International Institute for Learning, Inc. (IIL)\n PART I: THE PROBLEM SOLVER\n CHAPTER 1: What Is a Business Analyst?\n The Business Analyst in Context\n What Is It All About?\n The Role of the Business Analyst\n The Business Analyst in the Center\n Business Analyst Focus\n The Ideal Business Analyst\n Last-Liners\n Notes\n CHAPTER 2: The Evolution of the Business Analyst\n The Business Analyst Hall of Fame\n Where It Began\n Information Systems\n The Rise of the Business Analyst\n The Business Analyst Position\n The Business Analyst Profession\n The Question of Certification\n The Challenge of Business Analyst Certification\n The Value of Certification\n Notes\n CHAPTER 3: A Sense of Where You Are\n Business Analysts Coming from IT\n Business Analysts Coming from the Business Community\n Living with the Business\n The Lone Ranger\n Working Both Sides of the Street\n Central Business Analyst Organization\n CHAPTER 4: What Makes a Good Business Analyst?\n The Skillful Business Analyst\n Is a Business Analyst Born or Made?\n So What Does It Take to Be a Business Analyst?\n CHAPTER 5: Roles of the Business Analyst\n Intermediary\n Filter\n Mediator\n Diplomat\n Politician\n Investigator\n Analyst\n Change Agent\n Quality Control Specialist\n Facilitator\n Process Improver\n Increase the Value of Organizational Business Processes\n Build it and They Will Come\n Reducing Complexity\n Playing Multiple Roles\n Notes\n PART II: THE PLAYERS\n CHAPTER 6: The Business Analyst and the Solution Team\n Business Analyst and Project Manager\n Business Analyst and Systems Analyst\n Trying to Do All Jobs\n Business Analyst and the Rest of the Solution Team\n Bottom Line\n Notes\n CHAPTER 7: The Business Analyst and the Business Community\n Constituents and Constituencies\n Business Analysts and Upper-Level Management\n Product Stakeholders\n Subject Matter Experts\n Process Workers\n Managing Expectations\n Notes\n PART III: THE PROBLEM\n CHAPTER 8: Define the Problem\n First Things First\n Challenge 1: Finding the Problem\n Challenge 2: The Unstated Problem\n Challenge 3: The Misunderstood Problem\n Define the Real Problem\n The Problem Determination Game\n Documenting the Problem\n Product Vision\n Define the Vision\n Checkpoint Alpha\n Focus on the Problem and Vision\n Note\n CHAPTER 9: Define the Product Scope\n Project and Product Scopes\n Product Scope\n Product Scope Formula\n Strategic Justification\n Business and Product Constraints\n Business and Product Risks\n Functional Goals\n Political Success Factors\n Product Scope Formula\n Measuring\n Take the Technical Pulse\n Applying the Product Scope\n Notes\n CHAPTER 10: Confirm Alignment and Financial Justification\n The Business Case\n The Value of IT\n Considering Alignment\n Organization Mission\n Organization Goals\n Organization Strategies\n Department-Level Mission, Goals, and Strategies\n At the Tactical Level\n Determining the Value of the IT Project\n Provide Financial Justification for Solving the Problem\n Proof of Solution: Feasibility Study\n The Metrics Game\n In the End . . .\n Notes\n PART IV: THE PROCESS\n CHAPTER 11: Gather the Information\n Why We Cannot Define Good Requirements\n Stop Gathering Requirements\n Users Do Not Have Requirements\n Gather Information, Not Requirements\n Gathering the Information\n Information-Gathering Plan\n Information-Gathering Session\n Solving Common Information-Gathering Issues\n Iterative Information Gathering\n Interviewing\n Information-Gathering Meetings\n Other Elicitation Methods\n Are We Done Yet?\n Notes\n CHAPTER 12: Define the Problem Domain\n Problem Domain Analysis\n Defining the Domain\n Changes in the Problem Domain\n Neighboring Constituencies\n Ancillary Benefits\n Change in the Problem\n The Essence\n Note\n CHAPTER 13: Determine the Solution\n The Accordion Effect\n Tools and Techniques\n Determining the One Best Solution\n Constraining the Solution\n Stop Analyzing, Already\n Confirmation\n Checkpoint Beta\n Notes\n CHAPTER 14: Write the Solution Document\n The Value of Documentation\n The Anatomy of Requirements\n Forms of Solution Documentation\n Write the Right Thing\n Write the Thing Right\n Canned Brains\n Requirements Ownership\n Complete the Process\n Note\n PART V: PRODUCING THE PRODUCT\n CHAPTER 15: Monitor the Product\n Entering the Solution Domain\n Development Processes\n Implementing the Solution\n Keep the Light on\n Things Change\n Checkpoint Charley\n The Watchdog\n The Essence\n Notes\n CHAPTER 16: Confirm the Business Problem Has Been Solved\n Correct Behavior\n Acceptable Level of Confidence\n Circumstances of Interest\n The Testing Game\n User Acceptance Testing?\n Handling Defects\n Testing Does Not Stop at Delivery\n Note\n CHAPTER 17: Transition and Change Management\n Steps to Ensure Successful Change in the Organization\n Orchestrate the Transition\n Facilitate the Transition\n Timing the Change\n Major and Minor Changes\n Do Not Change a Thing\n Wrapping Up\n Notes\n POSTSCRIPT: Where to Go from Here\n Future of Business Analysis\n Why We Need Business Analysts\n The True Value of the Business Analyst\n Increasing the Value of the Organization\n Power to the Business Analyst\n Notes\n APPENDIX A: Business Analyst Process\n APPENDIX B: The Principles\n APPENDIX C: Why We Do Not Get Good Requirements\n APPENDIX D: Comparison of the Roles of Business Analyst, Systems Analyst, and Project Manager\n APPENDIX E: Context-Free Problem Definition Questions\n APPENDIX F: List of Nonfunctional Requirements Categories\n Bibliography\n About the Author\n Index\nПустая страница