What are people talking about...
| |||||||||||||||||||||||||||||||||
Feature ArticleConnect the Dots: 5 Tips on Traceability to Skillfully Control Change and Improve Qualityby John Simpson and Eric Winquist What is traceability? It sounds complicated. Why do teams do it? It sounds like a lot of work. Is it really worth the effort? Good questions. The short answer: Yes. And, here’s why it’s so important: Change happens. If managed poorly, change will wreak havoc on even the most talented and experienced development teams. If managed skillfully, using tools like traceability, teams are better equipped to assess the impact of changes, track the full history, keep everyone in sync and (deep breath) consistently improve the quality of the products being built – every project, every release. Sign me up. | |||||||||||||||||||||||||||||||||
What is a Business Analyst?Article Sponsored By
 by Derrick Brown and Jan Kusiak When this paper was first published in 2003, business analysis was just starting to emerge as a distinct profession in its own right. Prior to this the role was often performed by the systems analyst who would carry out both the analysis and the design on a new system or enhancement. This often meant that a “problem” was made to fit the “solution”. The transition from telling the client what they would be getting - versus analysing their problems and recommending solutions – was still a new one for many organisations.
5+n CR related FAQs from the development team, faced by the BAArticle Sponsored By
 by Vinod Rajan In this week’s article Vinod Rajan examines what the Business Analyst must be prepared to do in order to communicate change requests to their development team effectively. The Business Analyst needs to “Convey & Convince” each and every aspect of a change request to the entire team. In order to do that she/he must clearly understand and address: the questions that will be asked, how the BA can prepare themselves to face these questions, and the best ways to address the development team questions. |
 |
|
|||||||||||
|
|||||||||||
|
|||||||||||
|
|||||||||||
|
|||||||||||
|
|||||||||||
|
|||||||||||
