Data modelling as a BA technique is in decline

In my experience, very few business analysts produce data models. Of course my experience is that of one person across the whole IT industry, so my view is a thin slice through a very big cake. What’s more, my experience is limited to process-driven projects. I have no experience in, for example, Data Warehousing. By…

Can you teach innovation ?

Is it possible to teach innovation? Can you really change the way people think and unlock their hidden creativity for commercial results? Can you really develop an entrepreneurial mind-set? In this paper we suggest that teaching innovation is about affecting change in a number of ways. It is about changing the way people think, how…

Lean-Agile transformation as Lean-Agile process

Did I mention that I’m writing another book? Writing begins in earnest next week, and the wait is killing me! Nearly three years after Kanban from the Inside, I again feel the compulsion. I have to do this! The new book’s first five chapters mirror the five main sections of the Agendashift transformation mapping workshop: […]

How many tests should I write?

When a team comes under pressure to get software delivered, quite often any effort spent writing tests is seen as detracting from the delivery push. It’s easy to understand why this is, because tests are just more code. So we could write less code, and get the product out quicker, right? Luckily, even teams that […]

The 12 Agile Principles Adapted to Business Architecture

You are probably familiar with the Agile Manifesto that was written in 2001 by several forward-thinking software developers. However, it is a manifesto for software development and, as you may have seen in a previous post, business architecture is about more than software requirements. Does that mean we cannot apply the 12 principles behind the…

Documenting Strategic Goals

Most projects I’ve worked on have had a set of strategic goals that the project was supposed to realise. However, most people working on those projects could not say what the goals were or where they could be looked up. Even on projects where the goals were stated and available, they were not always clearly…

Scaling without cross-functional teams / Servant leadership un-neutered

Hot off the press from the Øredev conference (great work guys – the conference isn’t even finished yet), videos of my two talks. Wednesday: Scaling without cross-functional teams. I’m grateful to track chair Martin Rosén-Lidholm not just for inviting me, but for suggesting this provocative title! It’s a brand new talk and I really enjoyed both writing…

I have a problem with user stories

I admit it. I have a problem with user stories. Not with the Actor/Narrative/Benefit syntax or the idea of adding acceptance criteria or the idea of valuing conversation over documentation. I love all that. I have a problem with the name “user” stories.

Decision models, user stories and acceptance criteria

Decision modelling dramatically changed how I view business rules. In a nutshell, business rules are not particularly useful on their own. For example, if the business has a rule that a person must be aged 18 or over in order to have an account, that does not give us the full picture. What decision is the business trying to make when taking into account a person’s age? What other data (fact types) does the business take into account when making that decision? At which points in which processes can that decision be made? What other decisions take into account a person’s age?

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