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| − | [[Product Design Quarter]] (hereinafter, the ''Quarter'') is the third of four lectures of [[Project Quadrivium]] (hereinafter, the ''Quadrivium''): | + | [[Enterprise Architecture Quarter]] (hereinafter, the ''Quarter'') is a lecture introducing the learners to [[portfolio design]] primarily through key topics related to [[enterprise architecture]]. The ''Quarter'' is the third of four lectures of [[Portfolio Quadrivium]], which is the first of seven modules of '''[[Septem Artes Administrativi]]''' (hereinafter, the ''Course''). The ''Course'' is designed to introduce the learners to general concepts in [[business administration]], [[management]], and [[organizational behavior]]. |
| − | *The ''Quarter'' is designed to introduce its learners to [[enterprise design]], or, in other words, to concepts related to creating architecture for achieving [[enterprise goal]]s; and
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| − | *The ''Quadrivium'' examines concepts of administering various types of enterprises known as [[enterprise administration]] as a whole.
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| − | The ''Quadrivium'' is the first of seven modules of [[Septem Artes Administrativi]], which is a course designed to introduce its learners to general concepts in [[business administration]], [[management]], and [[organizational behavior]].
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| | ==Lecture outline== | | ==Lecture outline== |
| − | ''The predecessor lecture is [[Business Analysis Quarter]].'' | + | ''[[Feasibility Study Quarter]] is the predecessor lecture. In the [[enterprise research]] series, the previous lecture is [[Enterprise Intelligence Quarter]].'' |
| | + | :[[Portfolio design]] is the [[enterprise envisioning]] of the [[enterprise portfolio]]. This lecture concentrates on [[enterprise architecture]] because this ''architecture'' is the main outcome from this ''modeling''. |
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| | ===Concepts=== | | ===Concepts=== |
| − | #'''[[Product vision statement]]'''. A brief statement or paragraph that describes the why, what, and who of the desired software product from a business point of view. | + | #'''[[Enterprise architecture]]'''. A composition of the interrelated [[enterprise business|business]]es, [[process asset]]s, [[enterprise factor]]s, and [[enterprise personnel|personnel]] that together are known as an [[enterprise]]. |
| − | #*[[Product vision statement]]. a high-level description of a product which includes who it is for, why it is necessary and what differentiates it from similar products.
| + | #*[[File:Enterprise.png|400px|thumb|right|[[Enterprise]]]][[Enterprise]]. An undertaking to create something and/or develop somebody, which takes some level of [[enterprise effort]]. In other words, an [[enterprise]] is one or more [[business]]es unified in one [[system]]. An [[enterprise]] can also refer to an [[organizational unit]], [[organization]], or collection of [[organization]]s that share [[knowledge base]]s and other [[enterprise resource]]s. |
| − | #*[[Product]]. A solution or component of a solution that is the result of a project.
| + | #*[[Sector]]. The market that some [[market exchangeable]] or a group of interrelated products fits into. Examples include: consumer technology, cleantech, biotech, and enterprise technology. Venture Capitalists tend to have experience investing in specific related sectors and thus tend not to invest outside of their area of expertise. |
| − | #*[[Feature]]. A cohesive bundle of externally visible functionality that should align with business goals and objectives. Each feature is a logically related grouping of functional requirements or non-functional requirements described in broad strokes. | + | #'''[[Enterprise business]]'''. The actual or potential practice of making enterprise's profit by engaging in commerce. |
| − | #*[[Defect]]. A deficiency in a product or service that reduces its quality or varies from a desired attribute, state, or functionality. See also requirements defect.
| + | #*[[Business]]. (1) An individual's regular occupation, profession, or trade; (2) The practice of making one's profit by engaging in commerce. |
| − | #'''[[Product backlog]]'''. A set of user stories, requirements or features that have been identified as candidates for potential implementation, prioritized, and estimated.
| + | #*[[File:Departmentalization.png|400px|thumb|right|[[Departmentalization]]]][[Departmentalization]]. The basis by which jobs in an [[enterprise]] are grouped together. |
| − | #*[[Backlog]]. A changing list of product requirements based on the customer’s needs. The backlog is not a to-do list; rather, it is a list of all the desired features for the product. The Agile team uses the backlog to prioritize features and understand which features to implement first.
| + | #[[File:Efficiency-effectiveness.png|400px|thumb|right|[[Efficiency]] vs [[effectiveness]]]]'''[[Portfolio engineering]]'''. The application of scientific principles to designing and/or modifying of the [[enterprise portfolio]]. |
| − | #*[[Backlog grooming]]. The process that occurs at the end of a sprint, when the team meets to make sure the backlog is ready for the next sprint. The team may remove user stories that aren’t relevant, create new stories, reassess priority, or split user stories into smaller tasks. Backlog grooming is both an ongoing process and the name for the meeting where this action occurs (a backlog grooming meeting). | + | #*[[Engineering]]. The creative application of science, mathematical methods, and empirical evidence to the innovation, design, construction, operation and maintenance of [[market exchangeable]]s, [[system]]s, [[process]]es, [[business]]es, and [[enterprise]]s. To simplify, [[engineering]] is the application of scientific principles to practical ends. |
| − | #*[[Product backlog item]] (PBI). A single element of work that exists in the product backlog. PBIs can include user stories, epics, specifications, bugs, or change requirements. The product owner of an Agile team compiles and prioritizes the product backlog, putting the most urgent or important PBIs at the top. PBIs comprise tasks that need to be completed during a Scrum sprint—a PBI must be a small enough increment of work to be completed during a single sprint. As PBIs move up to a higher priority in the product backlog, they are broken down into user stories. | + | #*[[Startup business]] (or, simply, [[startup business|startup]]). (1) A [[business]] in its search of its [[business model]], which usually means ways not to depend on external [[funding]]; (2) An [[enterprise]] in the early stages of operations. [[startup business|Startup]]s are usually seeking to solve a [[problem]] of fill a need, but there is no hard-and-fast rule for what makes a [[startup business|startup]] since situations differ. Often, a company is considered a [[startup business|startup]] until they stop referring to themselves as a [[startup business|startup]]. |
| − | #*[[Product backlog]]. The list of requirements requested by the customer. The product backlog is not a ''to-do'' list; rather, it is a list of all the features the customer has requested be included in the project. The requirements include both functional and non-functional customer requirements, as well as technical team-generated requirements. While there are multiple inputs to the product backlog, it is the sole responsibility of the product owner to prioritize the product backlog. During a [[Sprint planning meeting]], backlog items are moved from the product backlog into a sprint, based on the product owner's priorities. | + | #*[[Operational business]]. Any [[business]], which [[business model]] generates revenue. |
| − | #*[[Sprint backlog]]. A segment of Product Backlog Items (PBIs) that the team selects to complete during a Scrum sprint. These PBIs are typically user stories taken from the product backlog. | + | #'''[[Strategic business unit]]''' ([[SBU]]). A single independent [[business]] of an organization that formulates its own [[competitive strategy]]. |
| − | #'''[[System]]'''. A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.
| + | #*[[SBU market]]. A [[target market]] of a [[strategic business unit]] ([[SBU]]). Any [[SBU]] handles one or more [[target market]]s, which on which other [[SBU]]s of the same [[enterprise]] rarely target. |
| − | #*[[System]]. A collection of interrelated elements that interact to achieve an objective. System elements can include hardware, software, and people. One system can be a sub-element (or subsystem) of another system.
| + | #*[[SBU resource]]. A [[resource]] of a [[strategic business unit]] ([[SBU]]). |
| − | #*[[System]]. A set of interrelated components working together to produce a desired result.
| + | #*[[SBU business]]. A [[business]] of a [[strategic business unit]] ([[SBU]]). Any [[SBU]] handles one or more [[business]]es, but any of those shall use the same [[competitive strategy]]. |
| − | #*[[Mission]]. An undertaking that is supported by the system to be designed to be successful (e.g. space mission). | + | #[[File:Porter-curve.png|400px|thumb|right|Profitability curve for [[competitive strategy|competitive strategi]]es]]'''[[Competitive strategy]]'''. A formulated [[strategy]] for how a [[strategic business unit]] is going to compete. This formulation usually states which one of four types of [[competitive strategy|competitive strategi]]es the [[strategic business unit]] is going to pursue, what it considers as its [[competitive advantage]] or [[competitive advantage|advantage]]s, defines its [[business model]], and may or may not include (a) what products, (c) resulted from what production, (d) at what price, (e) using what presentation and promotion, (f) on what [[market]] or [[market]]s with regard to the region or regions and/or segment or segments of customers, (g) with what front-end office personnel, (h) with what level of [[enterprise]]'s support this enterprise is going to offer, as well as (i) what financial results and/or competitors' actions would trigger what changes in those decisions. Rarely, a mature [[enterprise]] formulates just one [[competitive strategy]]; usually, there are several [[Competitive strategy|competitive strategi]]es in the [[enterprise portfolio]] since different [[strategic business unit]]s are supposed to have their own [[Competitive strategy|competitive strategi]]es.[[File:Competitive-strategies.png|400px|thumb|right|[[Competitive strategy|Competitive strategi]]es]] |
| − | #*[[Open system]]. A [[system]] that interacts with its environment.
| + | #*[[Core competency]]. An organization's major value-creating capability that determines its competitive weapons. |
| − | #*[[Closed system]]. A [[system]] that is not influenced by and does not interact with its environment.
| + | #*[[Competitive advantage]]. What sets an enterprise apart; its distinctive edge. |
| − | #*[[External interface]]. An interface with other systems (hardware, software, and human) that a proposed system will interact with.
| + | #'''[[Cost leadership strategy]]'''. The [[competitive strategy]] that strives to achieve the lowest [[cost of operation]] in the industry. The lowest cost of operation is usually driven by (a) significant [[economy of scale]], which requires a substantial [[market share]], and/or (b) [[learning curve]], which requires substantial experience in the [[operations]]. The lowest costs do not necessarily mean the lowest prices; a [[cost leadership strategy]] is about two [[competitive advantage]]s: (1) [[business opportunity|business opportuniti]]es to lower prices when and if the competition requires it and (2) maximization of the difference between [[sales]] and [[cost of operation]]. |
| − | #*[[Boundary]]. A separation between the interior of a system and what lies outside.
| + | #*[[Mass production]]. The production of items in large batches. |
| − | #*[[Context diagram]]. An analysis model that illustrates product scope by showing the system in its environment with the external entities (people and systems) that give to and receive from the system.
| + | #*[[Mass customization]]. Providing customers with a product when, where, and how they want it. |
| − | #*#[[Context]]. The users, other systems and other features of the environment of the system that the system will interact with.
| + | #*[[Exporting]]. Making products domestically and selling them abroad. |
| − | #'''[[Business event]]'''. A system trigger that is initiated by humans.
| + | #*[[Importing]]. Acquiring products made abroad and selling them domestically. |
| − | #*[[Event]]. An event is something that occurs to which an organizational unit, system, or process must respond. | + | #'''[[Differentiation strategy]]'''. The [[competitive strategy]] that strives to charge high prices. These high prices are commonly driven by unique features (or differences) of the [[market exchangeable]] that are offered for sale on the [[market]]. [[Customer]]s usually are willing to pay high prices when [[market exchangeable]]s are uniquely desirable. |
| − | #*[[Temporal event]]. A system trigger that is initiated by time.
| + | #*[[First mover]]. An enterprise that's first to bring a product innovation to the market or to use a new process innovation. |
| − | #*[[Event response table]]. An analysis model in table format that defines the events (i.e., the input stimuli that trigger the system to carry out some function) and their responses. | + | #'''[[Focus strategy]]'''. The [[competitive strategy]] that strives to offer specialized [[market exchangeable]]s on a [[niche market]]. |
| − | #'''[[Feedback]]'''. Information about the output of a system that can be used to adjust it. | + | #*[[Cost focus]]. A [[focus strategy]] that strives to achieve the lowest [[cost of operation]] on the [[niche market]]. |
| − | #*[[Output]]. What is produced by a system.
| + | #*[[Differentiation focus]]. A [[focus strategy]] that strives to charge high prices on the [[niche market]]. |
| − | #'''[[Systems engineering]]'''. The orderly process of bringing a system into being using a systems approach.
| + | #'''[[Innovation]]'''. Taking [[change idea]]s and turning them into new products, product features, production methods, pricing strategies, and ways of [[enterprise administration]]. |
| − | #*[[Engineering]]. The application of scientific principles to practical ends.
| + | #*[[Sustaining innovation]]. Small and incremental changes in established products rather than dramatic breakthroughs. |
| − | #*[[Systems approach]]. The application of a systematic disciplined engineering approach that considers the system as a whole, its impact on its environment and continues throughout the lifecycle of a project. | + | #*[[Disruptive innovation]] (or [[disruption]]). [[Innovation]]s in [[market exchangeable]]s or [[process]]es that radically change existing [[market]]s including an industry's rules of the game. |
| − | #*[[System design]]. The identification of all the necessary components, their role, and how they have to interact for the system to fulfill its purpose.
| + | #'''[[Exit strategy]]'''. An [[enterprise strategy]] that seeks to withdraw an [[enterprise]] out of a particular [[business]] at the lowest cost and biggest gain. With regard to [[startup business]]es, this is how their founders usually get rich. An [[exit strategy]] is the method by which an investor and/or entrepreneur intends to "exit" their investment in a company. Commons options are an [[IPO]] or [[buyout]] from another company. Entrepreneurs and [[venture capitalist]]s often develop an [[exit strategy]] while the [[startup business]] is still growing. |
| − | #*[[System integration]]. The activity of integrating all the components of a system to make sure they work together as intended. | + | #*[[Buyout]]. A common [[exit strategy]]. The purchase of a company's shares that gives the purchaser controlling interest in the company. |
| − | #*[[Human factor]]. Also called ergonomics. The scientific discipline of studying interactions between humans and external systems, including human-computer interaction. When applied to design, the study of human factors seeks to optimise both human well-being and system performance.
| + | #*[[Liquidation]]. The process of dissolving a company by selling off all of its assets (making them liquid). |
| − | #*[[Interdisciplinarity]]. People from different disciplines working together to design systems.
| + | #*[[IPO]]. Initial public offering. The first time shares of stock in a company are offered on a securities exchange or to the general public. At this point, a private company turns into a public company (and is no longer a startup). |
| − | #*[[Specifications]]. The technical requirements for systems design. | + | #*[[Harvesting]]. Exiting a venture when an entrepreneur hopes to capitalize financially on the investment in the future. |
| − | #*[[Datapoint-device architecture]].
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| − | #*[[Industrial design]]. The application art and science to a product, in order to improve its aesthetics, ergonomics, functionality, and usability.
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| − | #'''[[Informational architecture]]''' (IA). The art and science of organising and labeling websites, intranets, online communities and software to support usability.
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| − | #*[[Usability]]. The ease of use and learnability of an object, such as a book, software application, website, machine, tool or any object that a human interacts with.
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| − | #*[[Usability engineering]]. The practice of assessing and making recommendations to improve the usability of a product.
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| − | #'''[[User interface]]''' (UI).
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| − | #*[[Interface]]. A shared boundary between any two persons and/or systems through which information is communicated.
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| − | #*[[Dialog hierarchy]]. An analysis model that shows user interface dialogs arranged as hierarchies.
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| − | #*[[Dialog map]]. An analysis model that illustrates the architecture of the system's user interface.
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| − | #*[[Interaction design]] (IxD). Sometimes referred to as IxD, interaction design strives to create meaningful relationships between people and the products and services that they use.
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| − | #'''[[UX design]]'''.
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| − | #*[[Adaptive design]]. Like Responsive web design it is an approach to web design aimed at crafting sites to provide an optimal viewing and interaction experience on different screen and devices. The difference is that adaptive design is less fluid then RWD, and ‘serves’ few fixed width versions of the design depending on viewport size. It can utilise server side techniques to ‘detect’ viewport size prior to rendering html. The advantage for designer is that it gives more control over images and typography, and hence is easier approach to ‘retrofit’ fixed width websitest to work on mobile devices.
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| − | #*[[Responsive design]]. A design approach that responds to the user’s behavior and environment based on screen size, platform and orientation. The practice consists of a mix of flexible grids and layouts, images and an intelligent use of CSS media queries. | |
| − | #*[[User-centered design]] (UCD). A design process during which the needs of the user is considered at all times. Designers consider how a user is likely to use the product, and they then test the validity of their assumptions in real world tests with actual users. | |
| − | #'''[[Acceptance criteria]]'''. Specification for a set of conditions that the [[product]] must meet in order to satisfy the customer. In [[Agile development]], the [[product owner]] writes statements from the customer’s point of view that explain how a [[user story]] or feature should work. In order for the story or feature to be accepted it needs to pass the acceptance criteria; otherwise, it fails.
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| − | #*[[Acceptance test]]. The derivative from the [[acceptance criteria]] that verifies whether a feature is functional. The test has only two results: pass or fail. [[Acceptance criteria]] usually include one or more [[acceptance test]]s.
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| − | *[[Interaction model]]. A design model that binds an application together in a way that supports the conceptual models of its target users. It defines how all of the objects and actions that are part of an application interrelate, in ways that mirror and support real-life user interactions. | |
| − | *[[Service design]]. The practice of designing a product according to the needs of users, so that the service is user-friendly, competitive and relevant to the users.
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| − | *[[Service]]. Work carried out or on behalf of others.
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| − | *[[Visual design]]. Also called communication design. A discipline which combines design and information development in order to develop and communicate a media message to a target audience.
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| − | *[[Wireframe]]. A rough guide for the layout of a website or app, either done with pen and paper or with wireframing software.
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| − | *[[Action design]]. A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate. | |
| − | *[[Commitment concept]]. Plans should extend for enough to meet those commitments made when the plans were developed.
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| − | *[[Load chart]]. A modified [[Gantt chart]] that schedules capacity by entire departments or specific resources.
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| − | *[[Organizational development]]. A collection of [[planned change]] interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being.
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| − | *[[Organizational development]]. Change methods that focus on people and the nature and quality of interpersonal work relationships.
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| − | *[[Statement of work]] (SOW). A narrative description of products or services to be supplied under contract. | |
| − | #*[[Statement of work]] ([[statement of work|SOW]]). A formal document that defines the entire scope of the work that shall be completed in order to implement the [[proposed change]]. | |
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| | ===Roles=== | | ===Roles=== |
| − | #'''[[Architect]]'''. There is no architect role in [[Agile development]], instead all [[Agile team member]]s are responsible for emerging the architecture. | + | #'''[[Enterprise architect]]'''. A practitioner of [[enterprise architecture]]. |
| − | #*[[Informational architect]].
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| − | #*[[UX designer]].
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| − | #*[[Graphic designer]].
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| − | #'''[[Agile team]]'''. A [[work team]] that is responsible for committing to work, delivering and driving the product forward from a tactical perspective in terms of [[Agile development]]. Usually, an [[Agile team]] is a small, high-functioning group of five to nine people who collaboratively work together to complete an iteration or project. The team has the necessary skills and competencies to work on the project. Scrum teams are cross-functional; Kanban teams can either be cross-functional or specialists. Scrum teams lack any roles. Kanban teams usually have team leads.
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| − | #*[[Agile team member]]. A member of an [[Agile team]]. Often, [[Agile team]] include engineers, architects, developers, analysts, QA experts, testers, UX designers, etc.
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| − | #*[[Team lead]].
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| − | #'''[[Scrum role]]'''. One of the following: [[product owner]], [[Scrum master]], [[Agile team member]].
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| − | #*[[Scrum master]]. A facilitator for the team and [[product owner]]. Rather than manage the team, the [[Scrum master]] works to assist both the team and product owner in the following ways: (1) Remove the barriers between the development and the product owner so that the product owner directly drives development. (2) Teach the product owner how to maximize return on investment (ROI), and meet his/her objectives through Scrum. (3) Improve the lives of the development team by facilitating creativity and empowerment. (4) Improve the productivity of the development team in any way possible. (5) Improve the engineering practices and tools so that each increment of functionality is potentially shippable. (6) Keep information about the team's progress up to date and visible to all parties. [[Scrum master]] is often viewed as the coach for the team.
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| − | #*[[Product owner]]. A person who holds the vision for the product and is responsible for maintaining, prioritizing and updating the [[product backlog]]. In [[Agile development]], the [[product owner]] has final authority representing the customer's interest in backlog prioritization and requirements questions. This person must be available to the team at any time, but especially during the [[Sprint planning meeting]] and the [[Sprint review meeting]]. Challenges of being a product owner: (1) Resisting the temptation to "manage" the team. The team may not self-organize in the way you would expect it to. This is especially challenging if some team members request your intervention with issues the team should sort out for itself. (2) Resisting the temptation to add more important work after a Sprint is already in progress. (3) Being willing to make hard choices during the [[sprint planning meeting]]. (4) Balancing the interests of competing stakeholders.
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| − | #'''[[Customer]]'''. The organization or individual that has requested (and will pay for) a product or service.
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| − | #'''[[Engineer]]'''.
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| − | #*[[Usability engineer]].
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| − | #'''[[Project sponsor]]'''.
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| − | *[[Regulator]]. A stakeholder with legal or governance authority over the solution or the process used to develop it.
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| − | *[[Stakeholder]]. An individual or group affected in some way by the undertaking. Stakeholders are valuable sources for requirements.
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| − | *[[Stakeholder]]. Anyone outside the Scrum team who has an interest in the product that the team is producing. Stakeholders can include but are not limited to direct managers, subject matter experts, account managers, salespeople, and legal officers.
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| − | ===Methods===
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| − | #'''[[Development methodology]]'''.
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| − | #*[[Methodology]]. A set of processes, rules, templates, and working methods that prescribe how business analysis, solution development and implementation is performed in a particular context.
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| − | #*[[Plan-driven methodology]]. Any methodology that emphasizes planning and formal documentation of the processes used to accomplish a project and of the results of the project. Plan-driven methodologies emphasize the reduction of risk and control over outcomes over the rapid delivery of a solution.
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| − | #*[[Change-driven methodology]]. A methodology that focuses on rapid delivery of solution capabilities in an incremental fashion and direct involvement of stakeholders to gather feedback on the solution's performance.
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| − | #'''[[Agile development]]'''. The project management approach of developing increments of software in frequent iterations based on evolving requirements. The [[Agile Manifesto]] was the initial public declaration for [[Agile development]] related to software. Its authors believed that they found "better ways of developing software by doing it and helping others do it."
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| − | #*[[Agile software development methodology]]. A methodology fundamentally incorporating iteration and continuous feedback to refine and deliver a software system. It involves continuous planning, testing, integration, and other forms of continuous evolution of both the project and the software.
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| − | #*[[Scrum]]. The most widely used framework under the Agile umbrella. Scrum is an iterative software model that follows a set of predefined roles, responsibilities, and meetings. In Scrum, iterations are called sprints and are assigned a fixed length—sprints typically last one to two weeks, but can last as long a month.
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| − | #*[[Lean Agile development]]. An example of lightweight Agile methodology applied to project development. Lean Software Development combines the Lean manufacturing approach pioneered by Toyota in the 1950s (also known as just-in-time production) and Lean IT principles, and applies them to software. LSD places a strong emphasis on people and effective communication. LSD is defined by seven principles: (1) Eliminate waste, (2) Create knowledge, (3) Build quality in, (4) Defer commitment, (5) Optimize the whole, (6) Deliver fast, (7) Respect people
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| − | #*[[Lean UX]]. Inspired by Lean and Agile development theories, Lean UX speeds up the UX process by putting less emphasis on deliverables and greater focus on the actual experience being designed.
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| − | #*[[Test-driven development]] (TDD). The practice of designing and building tests for functional, working code, and then building code that will pass those tests.
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| − | #'''[[Kanban]]'''. A highly visual framework that falls under the Agile umbrella. The Kanban process uses continuous work flow rather than fixed iterations to produce shippable deliverables. When applied over an existing process, Kanban encourages small, incremental changes to the current process and does not require a specific set up or procedure. Kanban focuses on completing entire projects rather than sprints.
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| − | #'''[[Iterative design]]'''. A methodology based on a cyclic process of prototyping, testing, analysing, and refining a product or process. Based on the results of testing the most recent iteration of a design, changes are made. This process is intended to ultimately improve the quality and functionality of a design.
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| − | #*[[Iterate]]. The act of repeating a process with the aim of approaching a desired goal, target or result. Each repetition of the process is also called an iteration.
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| − | #*[[Iteration]]. A fixed or timeboxed period of time, generally spanning two to four weeks, during which an Agile team develops a deliverable, potentially shippable product. A typical Agile project consists of a series of iterations, along with a [[Sprint planning meeting]] prior to development and a [[Sprint retrospective]] at the end of the iteration. Iterations are referred to as sprints in Scrum.
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| − | #*[[Iterative development]]. The process of breaking down projects into more manageable components known as iterations. Iterations are essential in Agile methodologies for producing a potentially shippable deliverable or product.
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| − | #'''[[Waterfall model]]'''. A sequential design process where progress is seen as flowing steadily downwards through the phases of Conception > Initiation > Analysis > Design > Construction > Testing > Implementation > Maintenance.
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| − | #'''[[Card sorting]]'''. A technique using either actual cards or software, whereby users generate an information hierarchy that can then form the basis of an information architecture or navigation menu.
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| | ===Instruments=== | | ===Instruments=== |
| − | #*[[Axure]]. A wireframing and interactive prototyping tool, available for both Windows and Mac. | + | #[[File:Bcg-matrix.png|400px|thumb|right|[[BCG matrix]]]]'''[[BCG matrix]]'''. A strategy tool that guides resource allocation decisions on the basis of market share and growth rate of [[strategic business unit]]s. |
| − | #*[[Balsamiq Mockups]]. A wireframing and interactive prototyping tool, available for both Windows and Mac.
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| − | #'''[[Scrum meeting]]'''. One of the following: [[story time]], [[Sprint planning meeting]], [[Sprint review meeting]], [[Sprint retrospective]], [[daily standup]].
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| − | #*[[Sprint planning meeting]]. A working session held before the start of each sprint to reach a mutual consensus between the [[product owner]]'s [[acceptance criteria]] and the amount of work the development team can realistically accomplish by the end of the sprint. The length of the sprint determines the length of the [[Sprint planning meeting]], with two hours being equivalent to one week of the sprint. Using this formula, the [[Sprint planning meeting]] for a two-week sprint would last about four hours, although this can vary.
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| − | #*[[Daily standup]]. A brief communication and status-check session facilitated by the Scrum Master where Scrum teams share progress, report impediments, and make commitments for the current iteration or sprint. The Daily Scrum consists of a tightly focused conversation kept to a strict timeframe; the meeting is held at the same time, every day (ideally, in the morning), and in the same location. The Scrum task board serves as the focal point of the meeting. During the Daily scrum each team member answers three questions: (1) "What have I done since the last Scrum meeting? (i.e. yesterday)" (2) "What will I do before the next Scrum meeting? (i.e. today)" (3) "What prevents me from performing my work as efficiently as possible?"
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| − | #*[[Story time]]. A regular work session where items on the backlog are discussed, refined and estimated and the backlog is trimmed and prioritized.
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| − | #*[[Scrum of scrums]]. A meeting that is a scaling mechanism used to manage large projects involving Scrum multiple teams. A Scrum of Scrums is held to facilitate communication between teams that may have dependencies on one another. One member from each team attends the Scrum of Scrums to speak for the team—this could be the Scrum Master but may be any team member who can effectively relay information and handle questions or concerns for the team.
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| − | #*[[Sprint review meeting]]. A [[meeting]] that a [[Scrum team]] holds immediately following the completion of a sprint to review and demonstrate what the team has accomplished during the sprint. This meeting is attended by the product owner or customer, Scrum Master, Scrum team, and stakeholders. The [[Sprint review meeting]] is an informal meeting (no Powerpoint slides allowed). The length of the sprint determines the length of the [[Sprint review meeting]], with one hour being equivalent to one week of the sprint. Using this formula, the [[Sprint planning meeting]] for a two-week sprint would last two hours, although this can vary.
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| | | | |
| | ===Results=== | | ===Results=== |
| − | #'''[[Product scope]]'''. The features and functions that characterize a product, service or result. | + | #'''[[Enterprise portfolio]]'''. A collection of all [[business]]es in which a particular [[enterprise]] operates. |
| − | #*[[Scope]]. The area covered by a particular activity or topic of interest. See also project scope and solution scope.
| + | #*[[Portfolio]]. A range of investments held by a [[legal entity]], an individual or organization. |
| − | #*[[Scope model]]. A model that defines the boundaries of a business domain or solution. | + | #'''[[Enterprise strategy]]'''. The plan for how the [[enterprise]] will engage or keep engaged in one or more [[business]]es, how it will do what it's in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals. An [[enterprise strategy]] for a separate business of the [[enterprise]] is called [[business strategy]]. An [[enterprise strategy]] for a separate unit of the enterprise, known as [[strategic business unit]], is called [[competitive strategy]]. |
| − | #'''[[Branding]]'''. The process of creating and marketing a consistent idea or image of a product, so that it is recognizable by the public. | |
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| | ===Practices=== | | ===Practices=== |
| − | *[[Capability]]. A function of an organization that enables it to achieve a business goal or objective.
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| − | *[[Capacity]]. The amount of work that can be completed within a certain time frame and is based on the number of hours that an individual or team will be available to complete the work.
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| − | *[[Collaborative design]]. Inviting input from users, stakeholders and other project members.
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| − | *[[Content audit]]. Reviewing and cataloguing a client's existing repository of content.
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| − | *[[Customer Journey Map]]. an holistic, visual representation of your users’ interactions with your organisation when zoomed right out (usually captured on a large canvas). See also: Experience Map
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| − | *[[Decomposition]]. A technique that subdivides a problem into its component parts in order to facilitate analysis and understanding of those components.
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| − | *[[Desired outcome]]. The business benefits that will result from meeting the business need and the end state desired by stakeholders.
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| − | *[[Diary Study]]. Asking users to record their experiences and thoughts about a product or task in a journal over a set period of time.
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| − | *[[Domain]]. The problem area undergoing analysis.
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| − | *[[Evaluation]]. The systematic and objective assessment of a solution to determine its status and efficacy in meeting objectives over time, and to identify ways to improve the solution to better meet objectives. See also metric, indicator and monitoring.
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| − | *[[Experience Map]]. An experience map is an holistic, visual representation of your users’ interactions with your organisation when zoomed right out (usually captured on a large canvas). See also: Customer Journey Map
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| − | *[[Force field analysis]]. A graphical method for depicting the forces that support and oppose a change. Involves identifying the forces, depicting them on opposite sides of a line (supporting and opposing forces) and then estimating the strength of each set of forces.
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| − | *[[Heuristic review]]. Evaluating a website or app and documenting usability flaws and other areas for improvement.
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| − | *[[Impact analysis]]. An impact analysis assesses the effects that a proposed change will have on a stakeholder or stakeholder group, project, or system.
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| − | *[[Information scent]]. An important concept in information foraging theory referring to the extent to which users can predict what they will find if they persue a certain path through a website. As animals rely on scents to indicate the chances of finding food, so do humans rely on various cues in the information environment to acheieve their goals.
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| − | *[[Initiative]]. Any effort undertaken with a defined goal or objective.
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| − | *[[Mood Board]]. A collage, either physical or digital, which is intended to communicate the visual style a direction is heading.
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| − | *[[Objective]]. A target or metric that a person or organization seeks to meet in order to progress towards a goal.
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| − | *[[Object-oriented modeling]]. An approach to software engineering where software is comprised of components that are encapsulated groups of data and functions which can inherit behavior and attributes from other components; and whose components communicate via messages with one another. In some organizations, the same approach is used for business engineering to describe and package the logical components of the business.
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| − | *[[Operational support]]. A stakeholder who helps to keep the solution functioning, either by providing support to end users (trainers, help desk) or by keeping the solution operational on a day-to-day basis (network and other tech support).
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| − | *[[Operative rule]](s). The business rules an organization chooses to enforce as a matter of policy. They are intended to guide the actions of people working within the business. They may oblige people to take certain actions, prevent people from taking actions, or prescribe the conditions under which an action may be taken.
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| − | *[[Optimization]]. The process of choosing the best alternative that will satisfy the needs of the stakeholders under the constraints given (e.g. cost, schedule and available technology).
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| − | *[[Organizational process asset]]. All materials used by groups within an organization to define, tailor, implement, and maintain their processes.
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| − | *[[Organizational readiness assessment]]. An assessment that describes whether stakeholders are prepared to accept the change associated with a solution and are able to use it effectively.
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| − | *[[Pair programming]]. A scenario where two programmers share a single workstation and work together to develop a single feature.
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| − | *[[Prioritization]]. The process of determining the relative importance of a set of items in order to determine the order in which they will be addressed.
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| − | *[[Problem statement]]. A brief statement or paragraph that describes the problems in the current state and clarifies what a successful solution will look like.
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| − | *[[Progressive disclosure]]. An interactive design technique that helps maintain the focus of a user’s attention by reducing clutter, confusion, and cognitive workload. It improves usability by presenting only the minimum data required for the task at hand. The principle is also used in journalism’s ‘inverted pyramid’ style, learning’s ‘spiral approach’, and the game ‘twenty questions’.
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| − | *[[Sitemap]]. A complete list of all the pages available on a website.
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| − | *[[Spike]]. A short, time-boxed piece of research, usually technical, on a single story that is intended to provide just enough information that the team can estimate the size of the story
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| − | *[[Stakeholder analysis]]. The work to identify the stakeholders who may be impacted by a proposed initiative and assess their interests and likely participation.
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| − | *[[Stakeholder Interviews]]. Conversations with the key contacts in the client organization funding, selling, or driving the product.
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| − | *[[Stakeholder list, roles, and responsibility designation]]. A listing of the stakeholders affected by a business need or proposed solution and a description of their participation in a project or other initiative.
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| − | *[[Structural rule]]. Structural rules determine when something is or is not true or when things fall into a certain category. They describe categorizations that may change over time.
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| − | *[[Sustainable pace]]. The pace that an Agile team can work at indefinitely without resulting in developer burnout (ideally 40 hours per week).
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| − | *[[Swarming]]. Mutual work of team members with appropriate skills work together to complete a task that a team member is having trouble completing on his or her own.
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| − | *[[Swimlane]]. The horizontal or vertical section of a process model that show which activities are performed by a particular actor or role.
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| − | *[[Technical debt]]. refers to the obligation a development team incurs when they use a short-term, expedient approach to developing a software package without considering the long-term consequences. Technical debt increases project cost and complexity due to inefficiencies, inaccuracies, and other issues introduced into the software package. Poor management, incompetency, timeline pressure, or inadvertent mistakes can all contribute to technical debt.
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| − | *[[Technique]]. Techniques alter the way a business analysis task is performed or describe a specific form the output of a task may take.
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| − | *[[Timebox]]. A fixed period of time to accomplish a desired outcome.
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| − | *[[Timebox]]. An assigned period of time during which an individual or team works toward an established goal. The team stops work when the time period concludes, rather than when work is completed. The team then assesses how much work was accomplished toward the specified goal.
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| − | *[[Timeboxing]]. Setting a duration for every activity and having it last exactly that (i.e. neither meetings nor sprint are ever lengthened - ever).
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| − | *[[Trade-off]]. losing one quality or aspect of something in return for gaining another quality or aspect.
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| − | *[[Unit testing]]. A short program fragment written for testing and verifying a piece of code once it is completed. A piece of code either passes or fails the unit test. The unit test (or a group of tests, known as a test suite) is the first level of testing a software development product.
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| − | *[[User feedback loop]]. Ideas are put in front of users, who provide their feedback, which is used to refine the design, and then the process repeats.
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| − | *[[User journey]]. The step by step journey that a user takes to reach their goal.
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| − | *[[User research]]. Observation techniques, task analysis, and other feedback methodologies which are used to focus on understanding user behaviors, needs, and motivations.
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| − | *[[Value]]. The benefit enjoyed by the stakeholders of the system when the system is in operation.
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| − | *[[Velocity]]. A metric that specifies how much work a team is able to complete within a single, fixed-length iteration or sprint.
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| | | | |
| − | ''The successor lecture is [[Project Management Quarter]].'' | + | ''[[Concept Management Quarter]] is the successor lecture. In the [[enterprise envisioning]] series, the next lecture is [[Business Modeling Quarter]].'' |
| | + | |
| | + | ==Materials== |
| | + | ===Recorded audio=== |
| | + | ===Recorded video=== |
| | + | ===Live sessions=== |
| | + | ===Texts and graphics=== |
| | + | |
| | + | ==See also== |
| | + | |
| | + | [[Category:Septem Artes Administrativi]][[Category:Lecture notes]] |
Profitability curve for competitive strategies
