Organisational mdlin'
Functionally-oriented
Market-oriented
Matrix Mdl: China reporting to china regional ldr as well as global head.
Identify informal lines of authority, clout, and communication
stkhldr list, map / personas
onion diagram
Core:
affected organisational: help desk
affected external:
Power-interest grid
RACI matrix Accountable (Only One)
Personas
fictional
change strategy-stkhldr related initiative strategy
stkhldr Level of clout
Thorough stkhldr analysis-not once for all
Regulator-organisational rules
Sponsor-approval
Plan-output (specific backlog)
Approach
Top-down:
based on former experience
Bottom-up:
Elaboration, more accuracy
More information needed
Parametric:
Use case
ROM:
Rough, +-50% accuracy
Rolling Wave:
Delphi:
Mutiple elicitation from Domain SMEs and rounds to reach concensus, not really via a vis-a-vis meeting
Combine expert judgement
PERT( Program Evaluation and Review Technique):
3 points estimation (O+P+ML)/3
(O+P+4*ML)/6
SOI
Analogous situation
Archive
Usage consideration:
rationale
Lessons learned
Retro fixed term
Event-driven
variances can be positive or negative > Root cause analysis
Usage consideration:
Trying to assign blame X
Assessment-successive improvement
Deliverable / Work product
Domain knowledge
Allocated time
Approach reviewed and agreed upon by key stkhldrs
Predictive:
step by step
formal change application
defined ahead of implementation
risk low
Formal documentation
Adaptive:
risk high
iterations
User stories
Informal
I. Predictive approaches
Pro:
mitigate uncertainty
Con:
Time-consuming
Rendering of value, not necessarily
II. Adaptive approaches
Pro:
iterative deliverance
The waterfall model: typically predictive
The spiral model: iterative develop
The unified process
Elaboration-bringing more details
Scrum-Agile
Artifact
Sprint (Duration: 1-4 weeks)
Backlog
Product increment
Sprint review & retrospective
The Agile Manifesto
Documentation
Responding to change
Verifiy-quality check
Validate-assurance of value, affirmation of sme, scope
Input requirements / designs
Tester-QC
Stakeholder identification
笔记123
Requirement Life cycle Management (Pg 42)
All about requirements/design
Output Traced Requirement, Link to 7.5 Define Design Output.
Output Maintained Requirements/ Design
Output Prioritised Requirements/ Design, Link to 6.3 Assess Risks
Output Assessment of Requirements and Design Change
Output Approved Requirements/ Designs
guidelines don't need remenber,
stakeholders do not need remenber, and techniques either.
key terms
information 3.0 now,but in the older 2.0 it was been definded needs
career
记忆-输入输出
使用观察法时，会存在霍桑效应（Hawthorne effect）。即是指在研究或观察中，被观察者因为知道自己正被关注而产生的行为改变。
