Tag Archives: Techniques

The definition given in the BABOK is, “A user story represents a small, concise statement of functionality or quality needed to deliver value to a specific stakeholder.” This is a very general definition and is potentially different from a task … Continue reading →

This technique involves engaging a group of people in a structured activity that allows them to develop shared understanding and insight into a problem or solution. The activity is usually conducted in three steps: introduction, rules, and beginning; exploration via … Continue reading →

This technique, as described in the BABOK, is about evaluating the stability, suitability, and capability of individual vendors. This information can also be used to compare vendors, using any number of qualification/disqualification criteria and scoring systems (e.g., the first three … Continue reading →

Many different tools can be used to describe different kinds of stakeholders. In general, a stakeholder is anyone involved in or affected by any organizational activity, across the entire potential life cycle of that activity. This encompasses the design and … Continue reading →

A business case is essentially a cost-benefit analysis of taking a given course of action. Actions may include embarking on new projects, acquiring resources or other organizations, making non-routine purchases, adopting new methods, entering partnerships, seeking new lines of business, … Continue reading →

Prototyping is the act of mocking up some aspect of an envisaged product or capability in order to asses its suitability, acceptability, or performance. It is usually applied to product design, but can be used in many different contexts for … Continue reading →

Business capability analysis is the process of evaluating a many aspects of a business’s ability to accomplish defined goals and support and develop its staff and customers. It seeks to create a consistent rubric for conducting repeatable analyses that allow … Continue reading →