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TRANSCRIPT
Picture this!
Diagrams for BAs
Contents. INTRODUCTION
DIAGRAMS
SUMMARY
ACKNOWLEDGEMENTS
USAGE MATRICES
2
4-41
42
44
46
1
DIAGRAMS
BAR & PIE CHARTS
BUSINESS CONTEXT DIAGRAM
BUSINESS PORTFOLIO DIAGRAM
BUSINESS PROCESS MAP
DATA FLOW DIAGRAM
DECISION TREE
ENTERPRISE DATA STAKEHOLDER DIAGRAM
HEAT MAP
HYBRID PROCESS MAP
INFOGRAPHIC
LINE & SCATTER GRAPHS
MIND MAP
STAKEHOLDER ONION DIAGRAM
STATE DIAGRAM
STRATEGY MAP
SWOT ANALYSIS
SYSTEM CONTEXT DIAGRAM
TIMELINE
USE CASE DIAGRAM
4
6
8
10
12
14
16
18
20
22
24
26
28
30
32
34
36
38
40
Introduction. WHAT IS THIS BOOK ALL ABOUT?
A picture is worth a thousand words. We use pictures and diagrams all the time in our work to convey data, concepts, systems, processes, and sometimes metaphors. If you’re stuck for ideas, looking for inspiration or perhaps want to learn more about diagrams you’ve previously seen, we think this book will help.
It’s not a recipe book to be slavishly followed and we’re not out to tell you the one true way to present information. Some diagrams are associated with a specific process and notation and you may be constrained by your organisation’s internal standards. You might also find it’s easier to stick with the templates or stencils you’re familiar with or that come with the tools you use on a daily basis.
Don’t be afraid to try things out and adapt your approach according to your organisation and audience.
Variations of the diagrams included have been used by Redvespa consultants at one time or another, so we know that they can work. We hope they work for you.
3
THE REDVESPA CORPORATE GAMES
In order to provide the semblance of a common thread throughout the diagram examples, we’ve created a hypothetical project. Hopefully this will aid your understanding of the examples provided.
The project - the running and management of the Redvespa Corporate Games - has been established to improve the fitness and engagement of business analysts (BAs) from Redvespa and the wider BA community. Athletic events will run at a variety of catered venues. Tickets and sponsor branded merchandise will be available for purchase via online, phone and retail outlets. Corporate packages will be marketed as a distinct exercise.
Please note - we’re not actually holding these games, so despite what the stakeholder onion diagram may imply, in reality, the International Olympic Committee has nothing to be worried about.
Published August 2012
Sponsorship analysis Expenditure analysis - 2013
$0
$1000
$2000
$3000
$4000
$5000
$6000
$7000
Clothin
g co.
Positive b
anking
Accounts
online
Learnin
g.com
Travel n
eeds ltd
Fitness
plu
sFoot c
omfort
2013
2014
Venue hire
45%
Advertising
20%
Printing
12%
Security
10%
Catering
8%
Uniforms
5%
Bar & pie charts.
5
Sponsorship analysis Expenditure analysis - 2013
$0
$1000
$2000
$3000
$4000
$5000
$6000
$7000
Clothin
g co.
Positive b
anking
Accounts
online
Learnin
g.com
Travel n
eeds ltd
Fitness
plu
sFoot c
omfort
2013
2014
Venue hire
45%
Advertising
20%
Printing
12%
Security
10%
Catering
8%
Uniforms
5%
AIMS AND OBJECTIVES
The vertical or horizontal proportional bars in a bar chart allow the audience to compare data and identify trends over time.
A pie chart illustrates the data components as a percentage of the whole at a set point in time.
PROS
Bar charts are easy to create and amend. The concept is widely understood and the format familiar.
Pie charts are visually appealing and a popular vehicle for presenting information.
CONS
The labelling of vertical bar charts can constrain understanding - the use of horizontal bar charts can often mitigate this shortcoming.
Pie charts often lack exact percentage information and the use of colours can make segment comparisons difficult and, in some cases, misleading. Often a bar chart provides a clearer representation of the information.
Additionally, pie charts are only valid at one point in time.
DETAIL REQUIRED TO AID UNDERSTANDING
We recommend making these graphs sufficiently self-explanatory so that no additional detail should be required.
WHEN TO USE
Use a bar chart to compare small numbers of different factors over a period of time and display discrete quantities rather than continuing change. Continuing change is better represented with a line graph.
A pie chart has very few inherent strengths, and should be used only when you are sure that it conveys the information better than an equivalent bar chart.
WHEN NOT TO USE
Use a line graph rather than a bar chart to illustrate change over a short time scale.
Bar charts are an ineffective method for comparing large numbers of data sets.
Never use a pie chart if the reader cannot easily see all of the segments.
HINTS AND TIPS
Use meaningful titles and labels.
Ensure patterns and colours aid rather than obscure understanding.
VARIATIONS
Multiple, side-by-side and stacked bar charts can be used according to specific requirements. Most pie chart variations make them less readable, not more.
References Few, S (2007). Save the Pies for Dessert, Perceptual Edge.
Bar & pie charts.Bar & pie charts are used for comparative, trending and proportional analysis.
The work of organising and
running the redvespa corporate
games
Public
Sponsors
Competitors
Media
Merchandise supplier
Volunteers
Registration
Availability
to work
PaymentPurchase order
Volunteer pack
Prize
Ticket request
Schedule of eventsPress release
Ticket
Competitor packWork schedule
Invoice
Catalogue
Merchandise
Sponsorship money
Sponsorship deal
Donated resources
Business context diagram.
Project Entity Input/outputKEY
7
AIMS AND OBJECTIVES
It defines the boundaries of the work and therefore the scope. It also gives a high-level view of interactions with other entities showing the work in a wider context. Typically, these do not include interactions between entities unless those interactions are part of the scope of the project.
PROS
The simple structure makes it easy for a diverse range of stakeholders to understand and to contribute to the diagram. It is also quick to create and modify.
CONS
It provides no details about the processes and actors within the core work.
DETAIL REQUIRED TO AID UNDERSTANDING
The symbols used in the example are based on the Yourdon-Demarco style.
WHEN TO USE
Use at the start of a project as a tool to understand the problem domain, establish the boundaries of the work (or scope) and uncover areas that need to be elaborated in the detailed requirements.
Use throughout a project to clearly articulate high-level inputs and outputs and as a reference to confirm that the detailed requirements cover the full scope.
WHEN NOT TO USE
When there are limited inputs and outputs or where project scope is already clearly articulated and understood.
HINTS AND TIPS
Can be used as a brainstorming tool to encourage stakeholders to think about scope and impacts.
Can be evolved as you discover more detail through the project or if the scope of work changes.
External entities in a business context diagram often correspond to stakeholders or adjacent systems interfaces.
Creating business context diagrams for both the current state and the future state will show the scope of change.
VARIATIONS
You could also use the Gane-Sarson notation, although this tends to be more appropriate for data flow diagrams.
References Compare with the system context diagram. See also section 9.27 of BABOK 2.0 - Scope Modelling.
Business context diagram.Show the work of the project as a single process with all key information or materials flowing to and from it.
Primary activity: consulting services
Redvespa corporate games: strategic alignment and impact
Consultant recruitment
Consultant wellbeing
Consultant education
Consultant tools
Consulting
Primary activity: business development
Sales Marketing Opportunity development
Primary activity: redvespa leadership
Events Publishing Mentoring
Provide highest quality business analysis services to customers
Aspire to excellence, manage increased demand for services
GOAL 1
GOAL 2
Grow customers’ understanding of the value of business analysis
Foster long term partnerships
GOAL 3
Leverage consultant expertise and experience
Provide leadership within the global business analysis community
Business portfolio diagram.
Minimal impact System impactsProcess impacts Process & system impactsKEY
9
AIMS AND OBJECTIVES
This diagram identifies key impacts of a project or change at a high-level, across an entire organisation. It identifies the affected parts of the organisation and the degree of impact.
PROS
Clearly shows how business processes and activities relate to business outcomes.
Can be useful for high-level estimates of the size of a proposed project, and for describing project scope.
CONS
Provides no detail.
Relies on the audience all having the same standardised view of the organisation’s breakdown and goals.
DETAIL REQUIRED TO AID UNDERSTANDING
Make sure the audience clearly understands what the diagram objects represent.
WHEN TO USE
For large complex projects that affect many processes and systems. Use this diagram where the corresponding business context diagram is very complex and difficult to follow.
This diagram is ideal for executive and senior management audiences.
WHEN NOT TO USE
For small changes or where only a single system or process is impacted.
HINTS AND TIPS
Once your stakeholders have agreed on this high-level view, it is good to continue to use these categories and groupings as you work through the details. This allows traceability back to the business goals, and also helps identify changes to scope.
VARIATIONS
The objects in the diagram could be business units, or collections of processes; whatever best represents the organisation for the information you wish to convey.
References Compare with the strategy map and business context diagram.
Business portfolio diagram.Describe how a project impacts the organisation’s main activities and goals.
High level online payment process (current state)
Pa
ymen
t si
teO
ur w
ebsi
teC
usto
mer
Registration Filled in
Select pay now from the event
registration site page
Select payment type and enter account details
Open payment site
Yes
Display credit card payment
page
Authorise transaction
Transaction Accepted?
Cancel payment
Confirm payment
Display payment status to customer
Transaction Accepted?
Send receipt pdf to customer
Return customer to the event
registration site page
Yes
No
No
Business process map.
Start Activity GatewayFlow Sub-process Message FinishKEY
11
High level online payment process (current state)
Pa
ymen
t si
teO
ur w
ebsi
teC
usto
mer
Registration Filled in
Select pay now from the event
registration site page
Select payment type and enter account details
Open payment site
Yes
Display credit card payment
page
Authorise transaction
Transaction Accepted?
Cancel payment
Confirm payment
Display payment status to customer
Transaction Accepted?
Send receipt pdf to customer
Return customer to the event
registration site page
Yes
No
No
AIMS AND OBJECTIVES
This is one of the most common diagrams that business analysts create and use. It is a very powerful way of explaining a process to stakeholders and can quickly and clearly identify where issues and bottlenecks exist.
PROS
The structure is easy to follow, can be quickly drawn on paper or whiteboard, and most people can understand it. Also, the act of creating the map aids a fuller understanding of the process.
CONS
It is very easy to create complex diagrams that are difficult to read or understand, using crossed arrows, steps that go backwards, or too much detail.
These are often created for their own sake but not actually used.
DETAIL REQUIRED TO AID UNDERSTANDING
Where possible, we recommend you should use just five key elements - events (including
start and stop), activities, sub-processes, gateways (decisions), and the flow.
WHEN TO USE
Use this to gain a greater (and in-depth) understanding of any process, and provide a basis from which you can make changes to a process. Use it to uncover inefficiencies and bottlenecks within a process, or to explain current processes to stakeholders (who may not yet understand them).
WHEN NOT TO USE
Where a process is not clearly defined, e.g. a customer accessing different functions on a self-service website.
A business process map may be too detailed for an executive presentation, and insufficiently detailed for a test or development audience.
HINTS AND TIPS
Consider using a dedicated software tool like Microsoft Office Visio, or dedicated process mapping tools.
If the diagram starts getting large and complex, consider splitting it into several sub-processes to make it easier to understand.
Very low-level process map diagrams start to describe the software rather than the process.
VARIATIONS
This example incorporates a number of variations:
• Vertical or horizontal swim lanes split the activities by role or responsibility.
• Activity Diagrams describe detailed system interactions as opposed to business processes.
• Business Process Modelling Notation (BPMN) is a standard which is becoming more widely used.
References See section 9.21 of BABOK 2.0 – Process Modelling. See www.bpmn.org for more on BPMN.
Business process map.Describe a process by showing inputs, outputs, actions, and the relationships between them. Also known as process flow or workflow diagrams.
Redvespa competitor event participation data flow
Competitor D3Banned
substances database
D1 Competitor database
D2 Events database
5.0
Competitor
Test for banned
substance
6.0
Race official
Notify event result
4.0
Competitor
Capture end time
3.0
Competitor
Capture start time
2.0
Competitor
Capture and validate photo
1.0
Competitor
Scan barcode
Race Result
Test Result
Id Id StartRecord
FaceCompetition id Face Blood sampleFace
Data flow diagram.
External actor Activity or taskData storeKEY
13
Redvespa competitor event participation data flow
Competitor D3Banned
substances database
D1 Competitor database
D2 Events database
5.0
Competitor
Test for banned
substance
6.0
Race official
Notify event result
4.0
Competitor
Capture end time
3.0
Competitor
Capture start time
2.0
Competitor
Capture and validate photo
1.0
Competitor
Scan barcode
Race Result
Test Result
Id Id StartRecord
FaceCompetition id Face Blood sampleFace
AIMS AND OBJECTIVES
The data flow diagram is used to show how data moves from one process step to another.
PROS
They are quick to create, and can be produced anywhere - as long as you have something to draw on.
Helps to identify the detailed requirements associated with the process, and to identify discrete workable components for development.
Easily understood by most audiences working at a detail level.
CONS
Can be too detailed to create from scratch in a workshop aimed at developing a new process.
Does not show information about who is responsible for each process.
DETAIL REQUIRED TO AID UNDERSTANDING
The symbols used in the example are based on the Gane-Sarson notation style.
The data flow diagram is distinguished from the business process map because it centres on the lifecycle of the data, rather than from a human actor’s perspective.
WHEN TO USE
Use this when you are developing or verifying a process in detail, particularly when you get to individual steps.
It can be a useful tool for process workshops. Sometimes it helps to be prepared with a “straw man” version that can be presented and edited, rather than a completely blank page, depending upon your audience.
Using the diagram as a basis for discussion can also reveal Business Rules that should be captured.
WHEN NOT TO USE
When the concepts are complex and wide-ranging, it may be difficult to capture in a simple data flow diagram.
Do not go straight into this level of detail without considering the inputs and outputs of the related processes.
HINTS AND TIPS
Keep the diagram relatively simple and focused on one process. This will allow discussion or workshops to be more productive than if the diagram included all related processes.
VARIATIONS
The Yourdon-Demarco notation is also common.
References See section 9.7 of BABOK 2.0 – Data Modelling.
Data flow diagram. Demonstrate how data moves within a system.
A boxesB boxes
Season seatsA seatsB seatsC seatsD seats
During the advance booking period, which seats can I reserve?
Sp
onso
r?S
eats
ava
ilab
leR
ela
tion
ship
to
Sp
onso
rR
ela
tion
ship
to
Ven
ue
Not a sponsorSponsor
Account holder Affiliated
Season ticket holder
Frequent customer
NoneSeason ticket holder
Frequent customer
NoneSeason ticket holder
Frequent customer
None
Yyyyyyy
Yyyyyyy
Yyyyyyy
Yyyyyyy
Yyyyyyy
Yyyyyyy
Yyyyyyy
Yyyyyyy
Yyyyyyy
Decision tree.
OutcomeDecision pointKEY
15
A boxesB boxes
Season seatsA seatsB seatsC seatsD seats
During the advance booking period, which seats can I reserve?
Sp
onso
r?S
eats
ava
ilab
leR
ela
tion
ship
to
Sp
onso
rR
ela
tion
ship
to
Ven
ue
Not a sponsorSponsor
Account holder Affiliated
Season ticket holder
Frequent customer
NoneSeason ticket holder
Frequent customer
NoneSeason ticket holder
Frequent customer
None
Yyyyyyy
Yyyyyyy
Yyyyyyy
Yyyyyyy
Yyyyyyy
Yyyyyyy
Yyyyyyy
Yyyyyyy
Yyyyyyy
AIMS AND OBJECTIVES
This technique is typically used to analyse strategic or investment decisions by identifying all possible outcomes with their associated probabilities, costs and benefits. It can also be used as above to describe business logic that you need to implement in a system or process.
PROS
This diagram can make a piece of business logic accessible to all stakeholders. It also makes it easier to spot errors or omissions in the business logic. For example, what happens to current season box ticket holders who are not sponsors? Were they omitted deliberately or accidentally?
CONS
It’s easy to hide the complexity within the definitions, and present something that looks simpler than it actually is.
DETAIL REQUIRED TO AID UNDERSTANDING
Make sure the terms used are clearly understood. For instance, what does Affiliated mean in this context?
Square nodes commonly represent where someone is making a decision, and circles are commonly used to represent chance or probability-based branching.
WHEN TO USE
It is good for representing business logic that needs to be transferred directly into a design. It can also be used in Decision Analysis, e.g. for deciding whether or not to proceed with an investment or project.
WHEN NOT TO USE
Sufficiently simple decision trees may be better written as a paragraph or set of bullet points. Alternatively, where a person
has to do work at each step, you may be better off using a business process map.
HINTS AND TIPS
You may find that the decisions should be made in a different order. How different would the above diagram be if we checked the customer’s relationship to the venue first, then their sponsorship status?
VARIATIONS
Left-to-right instead of top-to-bottom, using process flow notation or mind map style, or even as a table. Influence diagram notation is sometimes used where a decision tree will result in too many branches to be readable.
References Section 9.8 of BABOK 2.0 describes decision analysis. It discusses using these techniques to analyse strategic or project decisions. For more on influence diagrams see www.smartdraw.com/resources/glossary/influence-diagram/.
Decision tree.Shows choices and their results, or represents a complex set of possible outcomes.
Customer
Information
InformationGeneration
Marketing
Sales
Accounting
Information services
Logistics
Suppliers
Customer services
Security
Board of directors
Facilities
Human resources
Ticket salesSponsors
Merchandise
Corporate salesCatering
Enterprise data stakeholder diagram.
17
Customer
Information
InformationGeneration
Marketing
Sales
Accounting
Information services
Logistics
Suppliers
Customer services
Security
Board of directors
Facilities
Human resources
Ticket salesSponsors
Merchandise
Corporate salesCatering
AIMS AND OBJECTIVES
The enterprise data stakeholder diagram is a non-standard representation of the organisational impact of one type of data.
The diagram aims to illustrate the importance of the data across business units and is useful at the pre-project stage to ensure all potential stakeholders are identified and engaged.
PROS
Provides a high-level view of the areas and systems impacted by a specific type of data and serves to emphasise the importance of data distribution without getting into detail.
CONS
Could be viewed as over-simplistic, however the target audience is senior management rather than data design.
DETAIL REQUIRED TO AID UNDERSTANDING
The diagram should be adapted to suit the enterprise rather than follow a strict notation. As long as the intent and message are clear, the diagram style is largely irrelevant.
WHEN TO USE
This diagram is useful at proposal inception and pre-project stage - particularly when an enterprise consists of autonomous, siloed business units. It could be included in the Business Case to illustrate potential stakeholders, interface requirements, business unit and system dependencies on the data. Probably best for an audience who prefer a high-level view e.g. senior management.
WHEN NOT TO USE
The diagram should not be used to identify specific data entities - only high-level data groupings e.g. customer details.
HINTS AND TIPS
Use business rather than system-orientated language and ensure all business units are consulted if not actually represented in the end diagram.
The diagram construct and content are bespoke to the enterprise - this is not a ‘one-size-fits-all’ diagram.
VARIATIONS
Can be used to illustrate existing data availability issues and surface new requirements.
References This is a Redvespa creation. Have you ever used something like this? Let us know at Redvespa.com/contact-us.
Enterprise data stakeholder diagram.Highlight the areas in an organisation impacted by one type of business information.
Merchandise sales forecast Project risk map
Shirts2550 units
Caps1190 units
Jackets 510 units
Books286 units
Teddy bears748 units
Key rings234 units
Drink bottles910 units
Cups315 units
Tumblers173 units
Coasters158 units
Dvds429 units
Unit price$0 $25 $50
Consulting services
Consultant recruitment Consultant
health
Consultant education
Consultant tools Consulting
Business development Redvespa leadership
Sales Marketing Publishing MentoringOpportunity development
Events
Impact
Likelihood
High Medium Low
Medium LowHigh
Heat map.
19
Merchandise sales forecast Project risk map
Shirts2550 units
Caps1190 units
Jackets 510 units
Books286 units
Teddy bears748 units
Key rings234 units
Drink bottles910 units
Cups315 units
Tumblers173 units
Coasters158 units
Dvds429 units
Unit price$0 $25 $50
Consulting services
Consultant recruitment Consultant
health
Consultant education
Consultant tools Consulting
Business development Redvespa leadership
Sales Marketing Publishing MentoringOpportunity development
Events
Impact
Likelihood
High Medium Low
Medium LowHigh
AIMS AND OBJECTIVES
Heat maps use colour to add an extra dimension to the information you are conveying. The examples above are two of a myriad of possible ways in which heat maps can be used.
PROS
One of the few ways to succinctly convey 3-dimensional data.
Has wide appeal and can attract interest to the topic you are presenting.
CONS
The large amount of information being presented can be confusing and often misinterpreted.
DETAIL REQUIRED TO AID UNDERSTANDING
Make sure you explain the colour scale that you are using.
WHEN TO USE
This graph is ideal to represent the results of click tracking or eye tracking usability studies. It can also work well for representing geographic data overlaid on a map.
Scatter graphs that have very dense data can be more accurately shown this way.
Heat maps are often used in measuring and mitigating risks, typically with a traffic-light colour scheme.
WHEN NOT TO USE
Don’t use if overlaying the heat map detracts from the graph, makes it unreadable, or obscures the main message you want to convey.
HINTS AND TIPS
Try out different approaches, think about where layering additional information will work and where it won’t. Test your results with one or more people to make sure they understand the message.
In some cases, you can also sort the data elements according to the results of the heat map, and reveal hidden structure about the data.
VARIATIONS
Tree maps are becoming commonly used in infographics.
Heat maps on scatter graphs are also known as cluster heat maps.
References We struggled to find good reference material for heat maps. If you find something, let us know at Redvespa.com/contact-us.
Heat map.Graphically encode rich information into your existing charts and diagrams by overlaying a heat map, or use it to highlight issues in large data volumes.
Merchandise mail order
Cus
tom
erS
ale
s m
ana
ger
Cou
rier
Sa
les
Ass
ista
ntM
erch
and
ise
Ma
nage
r
All stock found?
I print orders each morning and assign them
to the sales assistant. I ring up the completed
sale and send any out-of-stock messages.
Each afternoon I hand all the packages to the
courier.
I get the stock from the shelves, package it and
attach the address label.
I order goods from the website and receive my
package from the courier.
I pick up the packages each afternoon and deliver them to
the customers the next day.
Each morning, I check the sales against the orders
for the previous day.
Order goods using website
Download and print order
Assign order to sales
assistant
Ring up sale
Hand package to
courier
Send out-of-stock apology to customer
Obtain stock from store
shelves
Pick up package
Deliver package to customer
Reconcile sales vs. Orders
Sign for package
No
Yes
Pack order and attach the address
label
Process step Direction of process flowRoleKEY Decision
Hybrid process map.
21
Merchandise mail order
Cus
tom
erS
ale
s m
ana
ger
Cou
rier
Sa
les
Ass
ista
ntM
erch
and
ise
Ma
nage
r
All stock found?
I print orders each morning and assign them
to the sales assistant. I ring up the completed
sale and send any out-of-stock messages.
Each afternoon I hand all the packages to the
courier.
I get the stock from the shelves, package it and
attach the address label.
I order goods from the website and receive my
package from the courier.
I pick up the packages each afternoon and deliver them to
the customers the next day.
Each morning, I check the sales against the orders
for the previous day.
Order goods using website
Download and print order
Assign order to sales
assistant
Ring up sale
Hand package to
courier
Send out-of-stock apology to customer
Obtain stock from store
shelves
Pick up package
Deliver package to customer
Reconcile sales vs. Orders
Sign for package
No
Yes
Pack order and attach the address
label
AIMS AND OBJECTIVES
Similarly to the business process map, this is used to explain a process in a way that is independent of or abstracted from the solution. This approach is specifically intended to deal with audiences who are not familiar with a business process map, or who find them difficult to read.
PROS
This map presents the process once, in a variety of forms that should be easily understood by a wide audience.
CONS
People may not read the full process map, thinking the text summary for each role is sufficient.
DETAIL REQUIRED TO AID UNDERSTANDING
As with a business process map, you will need to clearly define the roles.
WHEN TO USE
It is ideal when dealing with relatively simple or high-level processes that you need to communicate to an audience with a wide range of cognitive styles. Some people deal better with words and stories; some find images and diagrams easier to read.
WHEN NOT TO USE
A regular business process map will generally be of much more use when communicating with other analysts and solution teams.
If you have a complex diagram, you may find it difficult to summarise each role in text form.
HINTS AND TIPS
If you have a complex process that you wish to render in this fashion, simplify the business process map by extracting sub-processes to a separate sheet.
VARIATIONS
Physically enacting a business process map as a paper prototype would allow people who prefer to learn by feel, touch or experience to better understand and help analyse the process.
References Compare with the business process map.
Hybrid process map.Different people process information in different ways. Here’s an approach to deal with that.
Build
PROJECT DASHBOARD A functional status snapshot of redvespa corporate games project tasks which are in progress or completed
Project pipeline
Test execution
Project health check
Gate 1 Bus. Case Approved Completed
Received Gate 2 Gate 3
Analysis Build Uat
Initiate Design Sit Launch
Delivery Stopped
Billing
Website
0 5 10 15 20 25 30
On target
At risk
Overdue
On hold
Reasons for delay
Requirements
Design
Test
Resourcing
Environments
Dependencies
Timescales
2
2
2
2
Scope creep 2
4
4
6
0Not assigned Critical
34
7126
11
56
HighMedium
Low
Infographic.
23
Build
PROJECT DASHBOARD A functional status snapshot of redvespa corporate games project tasks which are in progress or completed
Project pipeline
Test execution
Project health check
Gate 1 Bus. Case Approved Completed
Received Gate 2 Gate 3
Analysis Build Uat
Initiate Design Sit Launch
Delivery Stopped
Billing
Website
0 5 10 15 20 25 30
On target
At risk
Overdue
On hold
Reasons for delay
Requirements
Design
Test
Resourcing
Environments
Dependencies
Timescales
2
2
2
2
Scope creep 2
4
4
6
0Not assigned Critical
34
7126
11
56
HighMedium
Low
AIMS AND OBJECTIVES
The literal meaning of ‘infographic’ is to show information in graphical form (e.g. bar charts, data models, Gantt charts, Boston matrix, or governance funnels). However, the term is usually used to describe visually rich diagrams that combine a range of information sources, typified by the professionally designed illustrations in magazines and online. In the project world, this is most often seen as the project dashboard (this example).
PROS
A lot of information can be communicated in a form that is more easily digestible to a non-technical audience.
CONS
Can appear professional while hiding poor data analysis or poor data representation (e.g. 3D pie charts).
DETAIL REQUIRED TO AID UNDERSTANDING
Any and all information and data visualisation techniques are permissible. The information portrayed should be instantly understandable to the audience.
WHEN TO USE
When you want to summarise information and data from a lot of sources, especially when it is to an audience that has no access or no desire to get to the detail.
WHEN NOT TO USE
When the only purpose is ‘eye-candy’ to jazz up a report or, worse yet, to distract from the critical or uncomfortable truths being shown.
HINTS AND TIPS
Ensure the diagram forms used make sense of the information or data being displayed. Avoid over-use of pie charts. Especially avoid 3D graphics if relative positioning affects the interpretation.
VARIATIONS
Also known as data-visualisations or dataviz. When used online, these can even become interactive, so that you can click through to more detail. Some websites will generate infographics from your public social media profiles and posts.
References Websites with great examples (good and bad) of the visual richness of infographics: • www.dailyinfographic.com • www.infographicsshowcase.com • www.visual.ly
The IIBA NZ Survey Results were delivered infographically and can be found at: www.Redvespa.com/2012/06/iiba-new-zealand-business-analysis-survey-2012/
Infographic.A great mechanism to get a lot of information across to an audience in a visually interesting way.
$4000
$6000
$8000
$10000
$12000
$14000
$16000
$18000
$0
$2000
Revenue & profit Revenue analysis
Year
Profit
Ticket
Revenue
Sponsor
Revenue‘07 ‘08 ‘09 ‘10 ‘11 ‘12
$4000
$6000
$8000
$10000
$12000
$14000
$16000
$18000
$0
$2000
Event occurrence
0 1 2 3 4 5 6 7
Ticket
Revenue
Sponsor
Revenue
Line & scatter graphs.
25
$4000
$6000
$8000
$10000
$12000
$14000
$16000
$18000
$0
$2000
Revenue & profit Revenue analysis
Year
Profit
Ticket
Revenue
Sponsor
Revenue‘07 ‘08 ‘09 ‘10 ‘11 ‘12
$4000
$6000
$8000
$10000
$12000
$14000
$16000
$18000
$0
$2000
Event occurrence
0 1 2 3 4 5 6 7
Ticket
Revenue
Sponsor
Revenue
AIMS AND OBJECTIVES
Both graph types are used to demonstrate changes over time and illustrate how different sets of numeric data relate to each other.
The line graph is probably the most commonly used.
PROS
Line graphs are easy to read and clearly show data patterns. They can be used to make predictions about the data.
Line graphs can also be used to depict multiple series.
Scatter graphs show patterns and relationships in large sets of data.
CONS
Line graphs can only be used where the variable plotted along the x-axis is continuous e.g. time or distance.
Scatter graphs can only be used to show relationships between two sets of data.
If the range used is too limited any correlation may not be apparent. This can be overcome by expanding the range.
It is often very difficult to label the individual data points on a scatter graph, making it hard to determine exact values.
DETAIL REQUIRED TO AID UNDERSTANDING
If you’re using the line graph to show multiple sets of data ensure a key is provided.
WHEN TO USE
Use a line graph to illustrate data trends and highlight troughs and peaks that could indicate problems that need to be resolved.
Scatter graphs can be used to prove a cause and effect relationship exists between two sets of data.
Use a scatter graph after investigating causes and effects to determine objectively if a particular cause and effect are related.
WHEN NOT TO USE
A line graph should not be used to depict non-continuous data or very small numbers of data points.
A scatter graph is not suitable for comparing more than two data sets - consider whether a heat map will help.
HINTS AND TIPS
Keep the scale on the x-axis consistent to ensure the graph is accurate.
VARIATIONS
A Pareto chart is a combination of a vertical bar and line graph used for problem analysis.
A line of best fit can be used in a scatter graph to illustrate the data relationship.
References There’s a lot to choose from - you could use Wikipedia as a starting point.
Line & scatter graphs. Illustrate trends and data relationships.
Redvespa corporate
games
Companies & competitors
Companies register online
Companies pay online
Competitors register online
LotsCatering co.
Who?
Not dinner?
Dairy-free
Halal
Breakfast
Lunch Packed
Dietary requirements
Feeding them
Others
Gluten-free
Vegetarian
Vegan
Kosher
PescatarianSponsors
Levels
Bronze $5k
Silver $10k
Gold $20k
Healthy
Advertising
Goodwill
What’s in it for them?
Accommodation
Transport
What do we know?
Scheduling events
One location
2 days
10 events
200 athletes
Bus
Minivan
Proximity to venues
Walk
Hostels
Mind map.
27
Redvespa corporate
games
Companies & competitors
Companies register online
Companies pay online
Competitors register online
LotsCatering co.
Who?
Not dinner?
Dairy-free
Halal
Breakfast
Lunch Packed
Dietary requirements
Feeding them
Others
Gluten-free
Vegetarian
Vegan
Kosher
PescatarianSponsors
Levels
Bronze $5k
Silver $10k
Gold $20k
Healthy
Advertising
Goodwill
What’s in it for them?
Accommodation
Transport
What do we know?
Scheduling events
One location
2 days
10 events
200 athletes
Bus
Minivan
Proximity to venues
Walk
Hostels
AIMS AND OBJECTIVES
Designed to help define and capture ideas, tasks, results, thoughts, questions, or anything else, associated with a central idea. Concepts are linked to sub-concepts with lines.
PROS
Good for generating and gathering lots of ideas from lots of people in a facilitated discussion.
They are simple and quick to draw and do not require special tools.
Mind maps have a non-linear structure, and therefore do not force the author to think linearly.
CONS
Mind maps tend to be highly idiosyncratic, and may make little sense to an audience that was not part of the creation process.
They also tend to be very informal.
DETAIL REQUIRED TO AID UNDERSTANDING
Mind maps have no set structure. Typically, everything is linked to the central idea, but that shouldn’t stop you from adding other unrelated issues that have been raised as a result of the creative process.
WHEN TO USE
You can use mind maps to organise your own thoughts or notes.
You can also use mind maps when documenting brainstorming or highly creative sessions, and they may be appropriate for workshops as long as the audience agrees.
WHEN NOT TO USE
Don’t use mind maps to create a document that will have a long life and be available to a wide audience.
They are also not ideal for capturing large amounts of precise and accurate detail.
HINTS AND TIPS
There is a wide variety of mind mapping software available, including smartphone and tablet versions. However, since mind maps tend to be used informally, very often a photo of a whiteboard is sufficient.
Use colour or images (or both) to group common areas or identify types of sub-concepts.
VARIATIONS
You can augment the mind map with pictures or images, although this can make the mind map even more idiosyncratic.
They are also very occasionally referred to as spidergrams or spidergraphs, although a spider diagram is something completely different.
References www.thinkbuzan.com – Official site of Tony Buzan, creator of Mind Mapping.
Mind map. Represent the result of a brainstorming session around a central idea.
The wider environment
The BA community
The games
The project
IIBA
Merchandiser VenueAdjudicator
Redvespa CEO
Redvespa Consultants
Business analysts
Competitor
Other BA association
Public
IOC
Redvespa clients
BA consultancies
Stakeholder onion diagram.
Larger stakeholders are more impacted Negative stakeholderKEY Positive stakeholder
Stakeholders towards the top of the page have more influence, to the bottom have less.
29
AIMS AND OBJECTIVES
We want to identify the system’s stakeholders, and show:
• How much influence the stakeholder has.
• How much the stakeholder is impacted by the project.
• Whether they are a positive or negative stakeholder.
PROS
It’s a simple way of displaying a lot of information about stakeholders and how they relate to each other and the project.
CONS
The more information we layer on the diagram, the harder it is to immediately grasp.
DETAIL REQUIRED TO AID UNDERSTANDING
Stakeholders towards the top of the page have more influence.
Negative stakeholders are those whose desires should be countered rather than met.
WHEN TO USE
As part of your planning activities, you should identify stakeholders and their relationships to the project and each other. This diagram can be used at that time.
WHEN NOT TO USE
If the stakeholders have already been identified and categorised prior to your involvement, it may be superfluous.
HINTS AND TIPS
You can also add interactions between stakeholders to show the ways in which the project or environment will be influenced.
VARIATIONS
For a product development scenario, the centre ring can identify the product and would not contain stakeholders.
You can also segment the rings to provide information about how stakeholders are impacted, how much influence they have, or their attitude towards the project.
References www.scenarioplus.org.uk by Ian F Alexander, the originator of this model. See also Section 2.2 of BABOK 2.0.
Stakeholder onion diagram.Show the system’s stakeholders and how they relate to the system and the project.
OpenCustomer adds an item to basket
Customer leaves order for 48 hours
Abandoned
Submitted
Cancelled
Paid
Rejected
Fulfilled
Dispatched Received
Customer starts shopping
Customer checks out
basket
Bank rejects payment
Bank confirms payment
Customer cancels order
Store manager prints order
Store manager rings up order
Courier confirms receipt
Customer cancels order
State diagram.
Start point EventKEY State
31
OpenCustomer adds an item to basket
Customer leaves order for 48 hours
Abandoned
Submitted
Cancelled
Paid
Rejected
Fulfilled
Dispatched Received
Customer starts shopping
Customer checks out
basket
Bank rejects payment
Bank confirms payment
Customer cancels order
Store manager prints order
Store manager rings up order
Courier confirms receipt
Customer cancels order
AIMS AND OBJECTIVES
This diagram is focused on a single entity, often a business object such as a customer, and shows the changes to that entity as it goes through its own lifecycle or is affected by external events.
PROS
Works well for an audience dealing with an information-centric viewpoint.
Can help to identify missing processes or requirements.
CONS
Requires the definition of all possible states. If the project scope does not include all of those states, this work may be unnecessary or cause confusion about the project scope.
Often assumes a high degree of domain knowledge.
DETAIL REQUIRED TO AID UNDERSTANDING
The boxes represent states of the object, and the transitions or lines represent events or activities that affect the state.
You should also make sure you show the beginning and finishing states.
WHEN TO USE
This is most useful for tracking something that has many states, such as work or service requests, or sales prospects as they convert to customers. Also use it where your development environment uses Universal Modelling Language (UML).
WHEN NOT TO USE
Where there are a small number of states, this may not add value.
It will not work well if you are looking at state changes across many separate objects, or trying to focus on the process activities and tasks.
HINTS AND TIPS
Begin with the most common scenario as a starting point, and then add all of the alternative and exception states.
When using UML, this diagram works particularly well used in combination with an activity diagram (see business process map), as an activity diagram represents the same events from a process viewpoint.
It should represent every possible state for the entity, and be clear under what circumstances, instances of that entity will reach that state.
VARIATIONS
You can use UML State Transition Model (aligned with and as the realisation of a use case).
References See section 9.29 of BABOK 2.0 – State Diagrams.
State diagram.Show how an entity or object changes in response to events around it.
OBJECTIVES CAPABILITIES OUTCOMES BENEFITS
Hold a sporting event for business
analysts
Publicise event and associated activities
Event management
Event marketing
Sponsorship
Get some exercise Increased billable hours
Reduced employee turnover
Increased recruitment
Increased sales
Have fun
Increase exposure of redvespa and
sponsor brands
Vision
Showcase the talents of
New Zealand business analysts
Strategy map.
33
AIMS AND OBJECTIVES
This map shows the links between the project objectives, the capabilities it will develop, the resulting outcomes and the expected benefits.
PROS
Provides a high-level overview of the motivations of the project and the organisation.
Allows the audience to understand the relationship between the benefits they require and the capabilities they are building.
CONS
This map does not provide much detail and therefore is often not much use later in the project. It also doesn’t provide sufficient detail to be used for Benefits Realisation tracking.
DETAIL REQUIRED TO AID UNDERSTANDING
Define your terms. In this case:
• Objectives are the things we need to achieve.
• Capabilities are the things we will need to build.
• Outcomes are the things we expect to happen.
• Benefits are the things we expect to gain.
WHEN TO USE
Use this in the early stages of a project to help analyse the business case, or when prioritising the objectives for an enterprise.
This approach is highly adaptable and can be used for a variety of tasks.
WHEN NOT TO USE
If your project has a single objective, then you may not get much benefit out of performing this kind of analysis.
HINTS AND TIPS
If you prioritise the benefits, you can use this to help prioritise the capabilities.
Apply weightings and percentages to the links to further aid in prioritisation.
VARIATIONS
Investment Logic Mapping (ILM) is a more formalised approach to the same problem. Benefit Mapping techniques can be used to work with detailed benefits, the links between them, and their value to the organisation.
References Some examples of organisation-level strategy maps are available at www.balancedscorecards.com/common-questions/what-are-strategy-maps. See also section 5.1 of BABOK 2.0 - Define Business Need.
Strategy map.Demonstrate the link between a project’s objectives and benefits, or on a wider scale, between an organisation’s activities and strategy.
Internal - strengths Internal - weaknesses
External - opportunities External - threats
Current processes well defined and
proven to be scalable
Existing, established business partnerships provide strong basis
for service and product provision
Provides staff growth/learning
opportunities
Company infrastructure may need to expand to
support increased technology requirements
Existing staff resource lack experience in new
service markets
Staff capacity needs to flex to match increased
but variable demand
Provides exposure to new clientele
Expands the company’s portfolio,
increasing the likelihood of securing
future business
Showcases the company’s event
management capacity to the wider market
Competitor offerings perceived more comprehensive
Reliance on new business
partners
Market shortage of suitably
experienced and qualified staff
New service and product offerings
do not match existing standards
SWOT analysis.
35
Internal - strengths Internal - weaknesses
External - opportunities External - threats
Current processes well defined and
proven to be scalable
Existing, established business partnerships provide strong basis
for service and product provision
Provides staff growth/learning
opportunities
Company infrastructure may need to expand to
support increased technology requirements
Existing staff resource lack experience in new
service markets
Staff capacity needs to flex to match increased
but variable demand
Provides exposure to new clientele
Expands the company’s portfolio,
increasing the likelihood of securing
future business
Showcases the company’s event
management capacity to the wider market
Competitor offerings perceived more comprehensive
Reliance on new business
partners
Market shortage of suitably
experienced and qualified staff
New service and product offerings
do not match existing standards
AIMS AND OBJECTIVES
The SWOT analysis is an evaluation tool frequently used within projects and business planning to help direct strategy. It provides a structured method to capture and convey salient and important facts allowing more logical decision making.
PROS
When completed correctly, a SWOT analysis is a useful method to illustrate a consolidated summary to aid decision making. The tool can be used to articulate a spectrum of potentially opposing views in an unemotional and logical fashion.
CONS
A SWOT analysis could be used to drive personal agendas by presenting a restricted or incomplete view of the topic.
DETAIL REQUIRED TO AID UNDERSTANDING
The analysis should record the internal (strengths and weaknesses) and external (opportunities and threats) factors of a project or business proposition to allow management to debate the factors and reach an informed conclusion.
WHEN TO USE
To capture disparate internal and external factors when management require strategic direction in order to make informed decisions.
Can also be used in Business Analysis Planning & Monitoring.
WHEN NOT TO USE
The tool shouldn’t be used to promote or attempt to foist a biased view on the audience.
HINTS AND TIPS
An unbiased summary can be added depending on the intended usage.
Be sure to give all quadrants equal consideration and actively record any non- or limited applicability.
Use a range of participants in your SWOT analysis process to reduce the impact of personal agendas.
VARIATIONS
Can be used as a personal development tool to consider potential career options and define preferred paths. The results can subsequently be shared with line and employment managers as input to training and development discussions.
References See section 9.32 of BABOK 2.0 – SWOT Analysis.
SWOT analysis.Illustrate the strengths, weaknesses, opportunities and threats for the selected topic.
Volunteer co-ordinator
Registration co-ordinator
Master of ceremonies
Game co-ordinator
Finance manager
Merchandise co-ordinator
Marketing manager
Venue
CompetitorsPayment gateway
Payment
Invoice
Purchase Order
Payment
Invoice
Prize Catalogue
Volunteer Schedule
Events
SoldTickets
EntrantsEvents
Ticket
Charge CustomerPrize
Entrants
Prize
Billing
Merchandise supplier
Media
Sponsor
Public
Website
Volunteers
Prize supplier
RegistrationAvailability
To workWork
ScheduleVolunteer
Pack
Purchase orderPurchase order
ApprovePurchase order
Purchase order
Purchase Order
Merchandise Merchandise
Catalogue
Press release
Sponsorship Deal
Sponsorship MoneySponsorship
ResourcesVenues
EntrantConfirmation
RegistrationCompetitorPack
RequestTicket
Schedule Of events
System context diagram.
System External entity Internal entity Input/outputKEY
37
AIMS AND OBJECTIVES
This diagram defines interactions between systems, people, and external organisations. It is often used to model current and future state at a very detailed level.
PROS
Can be used to depict different levels of complexity.
Identifies user and system interfaces.
Clearly defines system scope and impacts.
Can help identify missing processes or requirements.
CONS
For large projects in complex organisations, it can become too big and intricate to be meaningful.
DETAIL REQUIRED TO AID UNDERSTANDING
The symbols used in the example are based on the Yourdon-Demarco style.
WHEN TO USE
Use during requirements elicitation to discover the current state and the processes, particularly when dealing with individuals or organisations that have a strong solution focus.
Use during solution assessment and validation to clearly articulate impacted systems and as a reference to confirm that the detailed requirements cover the full scope.
WHEN NOT TO USE
It is of limited use when the work has no system impacts. In that case, consider relying on data flow or process map diagrams.
HINTS AND TIPS
Use the business context diagram as a starting point to identify external parties. System experts should be able to provide the picture for a single system, and combining those pictures will help identify areas that are not well understood.
If the combined diagram becomes overly complex, reduce the detail about data flows and rely on the single system diagrams for that detail.
VARIATIONS
The Gane-Sarson notation can also be used, although it is more relevant to a data flow diagram.
References Compare with the business context diagram and the data flow diagram. See also section 9.27 of BABOK 2.0 – Scope Modelling.
System context diagram.Show many systems and the information flows between them.
Q1 Q2 Q3 Q4
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
PlanningMarketing
Venue
Design Below the line
Research Booking Preparation
Above the line Analysis of results
Event sign-off Promotion Day of event
Timeline.
Timeline Activity MilestoneKEY
39
Q1 Q2 Q3 Q4
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
PlanningMarketing
Venue
Design Below the line
Research Booking Preparation
Above the line Analysis of results
Event sign-off Promotion Day of eventAIMS AND OBJECTIVES
Timelines can be used to depict historical events (e.g. root-causes), planned events (e.g. product roadmap), and occasionally for high-level processes (e.g. project governance milestones).
PROS
Relatively straightforward to understand, good for communicating widely with non-technical folk, easy to build up in a workshop on a whiteboard or with sticky notes on butchers’ paper.
CONS
No standard approach, overlaps with purpose of other diagrams (e.g. process maps), easy to clutter with too much detail.
DETAIL REQUIRED TO AID UNDERSTANDING
The time axis usually runs left to right, with standard time units (e.g. months or years).
Events can be depicted by icons, blocks, text, or most often a combination.
Time should be represented proportionally, so a 2-day event is twice the size of a 1-day event.
WHEN TO USE
When communicating something suitably high-level or abstract, such as a program of change or marketing strategy. This provides an easy way to communicate the scope of what will be affected as well as the expected elapsed time.
WHEN NOT TO USE
You should consider alternatives (e.g. a project Gantt or process map) when you have too many activities or deliverables, making the diagram too cluttered.
HINTS AND TIPS
Before you start, decide how to represent events, and elapsed time; ensure you know the full range of time under focus; layout a timeline marked in appropriate intervals; then start plotting your events along the timeline.
VARIATIONS
Occasionally the time axis runs top to bottom and more rarely in circular form. Also known as chronology.
References Grafton, Anthony; Rosenberg, Daniel (2010). Cartographies of Time: A History of the Timeline, Princeton Architectural Press.
Timeline. Show a simplified series of events along a time axis.
Register team name
Add a team member
Register team member
for a race
Withdraw team
Team captain
Team member
REGISTER TEAM
Use case diagram.
System boundary Use case Actor (role) AssociationsKEY
41
Register team name
Add a team member
Register team member
for a race
Withdraw team
Team captain
Team member
REGISTER TEAM
AIMS AND OBJECTIVES
Use case diagrams are a visual summary of all interactions with a system, based on the Universal Modelling Language (UML).
PROS
Captures the whole system with very few visual archetypes, so is relatively easy to learn. Works well as a form of context diagram. Strong at capturing goal-based cases of using the system. Standards for use case diagrams are managed by the Object Management Group (OMG).
CONS
There is often too much variation in how the standards are applied and some of the specialised notation can be confusing. Diagrams can become easily cluttered and the stick figures are sometimes viewed as too childish. Not good for capturing batch processing or non-functional requirements.
DETAIL REQUIRED TO AID UNDERSTANDING
The diagram shows four key concepts: the system, actors, use cases, and associations between them. Actors represent roles, triggers, or external systems. Use cases capture how actors interact with the system. Each use case must be associated with at least one initiating actor (usually denoted by an arrowhead on the association). Use cases and actors can also be associated by extension, inclusion, or generalisation; check the references for more information.
WHEN TO USE
When your system is predominantly interaction-based, when utilising UML, or as a context diagram.
WHEN NOT TO USE
May not add value for systems that are predominantly batch processes or when implementing an off-the-shelf solution.
HINTS AND TIPS
Name your actors with real-world titles, like Customer, not abstract roles, like User.
Name your use cases as an active verb phrase, like ‘Prepare sports field’.
Remember that the use case diagram simply depicts use cases; the use cases still require their own documentation.
VARIATIONS
At a high-level, this can be known as a business context diagram or business use case diagram.
It is also possible to capture user stories with a use case diagram. In this context user stories are typically the main path through the use case.
References Jacobson I, et al, (1992). Object-Oriented Software Engineering - A Use Case Driven Approach, Addison-Wesley. See also section 9.26 of BABOK 2.0.
Use case diagram. A behavioural model that depicts how people and systems interact.
Summary. WHAT NEXT?
We’ve shown you some ideas. You probably already knew some of them; we hope you also found something new, interesting, or inspiring. Now you can take these tools and share, use, modify, adapt, and synthesise them into whatever you need for the challenges you face. We encourage you to create your own library of interesting designs and ideas, and share that with your colleagues too.
The diagrams illustrated in this book can be created in freehand on a piece of paper or whiteboard if you want. The latter is a very effective way of capturing meeting and workshop input - just remember to take at least a couple of photos for ongoing reference. If a freehand diagram limits your ability to modify, re-use and share then use your preferred application to produce a softcopy version but always question your reason for doing this - does a softcopy provide benefit? Sometimes presenting a freehand version has definite benefits - there’s no chance the audience will assume this is the holy grail!
We’re happy to hear your feedback - go to the contact page of our website www.Redvespa.com and tell us about it. We may even be able to incorporate your ideas into future versions.
43
WHAT ABOUT THE REST OF THIS BOOK?
We hope that you will be able to use this book in your day-to-day work. That’s why we’ve included a usage matrix in the last few pages, for you to record the phases of your projects in which you use these diagrams. Feel free to make notes and comments about the diagrams in the space provided.
Acknowledgements.
45
THANKS TO....
Redvespa Consultants David Morris, Lynette Watson, Karen Grandy, Carolyn Ellis, Bruce Anderson, Bruce Melrose, Ieuan Wickham and Julie Radcliffe for all their work on the diagrams. (Also to Redvespa Consultants Nina McGregor, Marian Cameron, Duncan Watts, Hari Shankar and alumna Kathy Harger for providing inspiration and ideas into this process, and to all of the past and present Redvespa Consultants who attended our workshop). Without your contributions, this would not have been possible.
Claire O’Rourke, Kylie Finlayson, Dion Mortensen and Richard Gibson for providing feedback throughout the creation of this book.
Martina Saville for bringing everything together and giving it a single voice, and James Macfie for helping with the design layout.
Gemma McCabe (www.missmccabe.com) for graphic design and layout expertise, for taking our ramblings and grand ideas and making it look real.
Graham Stewart for absolutely invaluable advice about what it takes to make a book. (We had no idea what we were getting into.)
Penny Catley for legal advice, which we took very seriously.
Format Print for making it really real.
And lastly, to Sarah Gibson for kicking it all off and allowing us the time to achieve it. If you know Sarah, you will find it ironic that it was all her idea.
Diagram thumbnail Planning & concept Initiation Analysis Design Build & test Deploy & transition Maintain & measure
Usage matrix 1 of 4
Diagram thumbnail Planning & concept Initiation Analysis Design Build & test Deploy & transition Maintain & measure
Diagram thumbnail Planning & concept Initiation Analysis Design Build & test Deploy & transition Maintain & measure
Usage matrix 2 of 4
Diagram thumbnail Planning & concept Initiation Analysis Design Build & test Deploy & transition Maintain & measure
Usage matrix 3 of 4
Diagram thumbnail Planning & concept Initiation Analysis Design Build & test Deploy & transition Maintain & measure
Diagram thumbnail Planning & concept Initiation Analysis Design Build & test Deploy & transition Maintain & measure
Usage matrix 4 of 4
redvespa.com