Central to the delivery of any product or service is the elicitation of needs, their analysis, and the development of:
Functional and Non-Functional Requirements
TechRepublic reports 68% of IT Projects fail because of poorly written requirements; dooming projects right from the start.
The failure, TechRepublic states, comes from organizations’ ‘over-estimating their capacity’ in this area.’ Excellent technical writing skills developed through years of training and experience are critical for developing concise, articulate requirements that clearly communicate what the product or service must provide.
Business Process Management (BPM) drives value by making an organization’s workflow more effective, more efficient and more capable of adapting to an ever-changing environment.
I have used BPM as an effective tool in Requirements Development. Often a client doesn’t know or has difficulty expressing needs/requirements. By articulating business processes, activities are discovered (use cases), needs are explored, and new requirements that accomplish goals are developed.
You don’t know what you don’t measure.
Key Performance Indicators (KPIs) are agnostic, measurable values that demonstrate how effectively an organization is achieving key objectives.
KPIs, metrics and associated data cannot be collected, analyzed and measured in a vaccuum. To be effective, they need to be supported by a policy framework, documented business processes, and a sound evaluation criteria.
In my experience, to be credible, KPI collection and reporting needs to adhere to a standardized on-boarding, maintanence, and retirement model that is assisted by Lean Six Sigma methodologies.
A balance of ethical, interpersonal, and conceptual skills to interpret the environment, analyze situation, and deliver value to support organizational strategy.
Leadership, motivation, team building, communication, decision making, environment awareness, negotiation, trust/rapport building, conflict management and coaching.