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Stop Gathering Requirements and Start Building Them

White Paper | June 19, 2015

We build requirements at a quantum level to connect the vital elements, which are needed to realize a requirement. As we consider the relationships between the behaviors, actions, and responses, we begin to identify and associate the characteristics and conditions, which will drive and constrain the behaviors. Realizing a requirement means joining these elements together and noting them as elements of the requirement.

ABCs of ITIL®

White Paper | Feb. 27, 2015

Learn the ITIL® concepts of accountability, boundaries, and consistency (the ABCs) and discover how ITIL helps establish, manage, and maintain the ABCs.

The Agile Business Analyst: How Much Is Enough?

White Paper | June 19, 2014

The principles in this white paper help you introduce greater predictability into your own Agile requirements activities, both individually and across your organization. As you start to apply these ideas and pose these questions, you'll likely see certain patterns emerge that will help you establish your own set of practices that make Agile work for you.

License Management Using SmartCloud Control Desk

White Paper | May 20, 2014

Unified asset and service management software provides a common control center for managing business processes for both digital and physical assets. SmartCloud Control Desk is an Information Technology Infrastructure Library (ITIL®)-compliant software that is accessible through mobile devices and integrates with social media and development tools. Discover how to choose the delivery model you need such as on-premise, software as a service (SaaS), or VM image and seamlessly change it to suit your business needs.

Intersecting Project Management and Business Analysis

White Paper | April 15, 2014

Effective requirements collection at the outset of the project is the key step that will ensure that the project manager can deliver what is actually expected. In this respect, the business analyst must become a key ally and advisor to the project manager. Most project managers are not trained business analysts, so taking advantage of the skill set that a business analyst can offer can greatly enhance the possibility of project success.