Please enable JavaScript.

Coggle requires JavaScript to display documents.

CHAPTER 7 - Coggle Diagram

- - - - Authorized to make decisions
      - Representative of users in their line function
      - Collaborative
      - Knowledgeable of their line function's operations & business processes
      - Committed to delivering business value
  - - - integrally engage business users in a two-way conversation ( a constructive conversation with the project team)
      - marathon - many sprints
      - each iteration hands users a crude but functioning system with small subset of functionality
  - - - Software with more code is buggier
      - Lesser code lowers upfront development costs
  - - - the lean approach- appropriate for custom-build business apps and for software embedded in products
      - the waterfall approach- appropriate for projects with clearly definable, stable requirement & proven technologies or in projects of large scale
- - - - STEPS: gathering project requirements - design the software (including its architecture) - write the code to implement that design - test it - roll it out.
      - many corporate IT projects falter at these 2 points:
        
        don't get the requirements right
        
        fail to gain traction with their intended business users
    - - erroneously assumes that a project team can identify business users' latent need at the outset
        
        the project team is likely to give the users what they asked for but not necessarily what they needed
      - a lot can change during the window of isolation where the programmers & users have little interaction
        
        if a new requirement is discovered during the window of isolation, then the waterfall approach requires redoing which may cause HUGE COST
  - - - Should-have requirements
      - Could-have requirements, but not critical
      - Must-have requirements
      - Won't have this time, but maybe later
  - - - collaborative, involving all project stakeholders
      - ensures IT folks are evaluated first as business people
      - must balance what's ideal & realistic
    - - Promise: will it help do something better, faster / cheaper?
      - Change Metric: dollars, percentages/ time?
      - Intended impact: Operational, strategic / financial
      - Time to Impact: after project completion (years/months)