Business Analysis
Business Requirements Gathering and Gap Analysis
When your information systems are truly mission critical to your business and require to reliably support extremely high transaction rates while truly leveraging the latest in social media and Big Data technologies, you need the right solution—a smart solution that actually moves your technology from just being a "cost burden" to becoming a competitive weapon! Amongst the areas we will jointly explore with your business team are:
- List of commercial questions and boundaries
- Detailed functional requirements for desired end state
- Identification of minimum functional requirements needed for transition
IT Governance Evaluation
We can assess your organization’s structure, and its degree of effectiveness comparing the required skill-sets with the actual resource assets. We can suggest ways to re-position and re-train proven resources and help you identify the best approaches for resource augmentation. We can work with you to define the most appropriate governance and organization structures to better meet your objectives
Products
Working with you, we can apply our understanding of development life-cycle and technology inter-dependencies, combined with the ever-present need to return value as a soon as possible, to better articulate your product roadmap.
- Evaluation of project solution design and architecture, with analysis of solution feasibility and estimated costs.
- Evaluation of project goals versus project status
- Feasibility analysis of most current project plan
- Project competency assessment with focus on quantity and skill level of applied resources against define project tasks
Project Status Evaluation
Once the various preliminary assessments are completed (including
understanding the overall migration strategy, and your development pipeline,
and costs have been determined, we will
produce a milestone based implementation plan
Our planning methodology is
milestone-based; not task-based. The
difference between a milestone and a traditional project management
event is that the milestone should stand on its own as a deliverable.
Finishing a piece of code is not a milestone. Completing a prototype or
being able to demonstrate a complete sub-component of the deliverable
are examples of milestones. If the event is something that can be shown
to anyone outside the development group, and be understood as a partial
success, then it qualifies as a milestone.