Picture this! - Redvespa€¦ · INFOGRAPHIC LINE & SCATTER GRAPHS MIND MAP STAKEHOLDER ONION...

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.


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.


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


Send receipt pdf to customer

Return customer to the event


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


Select payment type and enter account details

Open payment site

Yes

Display credit card payment

page

Authorise transaction


Cancel payment

Confirm payment

Display payment status to customer


Send receipt pdf to customer

Return customer to the event


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.


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.


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


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


Frequent customer


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.


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.


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 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 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.


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.


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).


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.


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.


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.


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


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


Store manager prints order

Store manager rings up order

Courier confirms receipt


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.


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.


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.


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.


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.


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.


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.

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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.

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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



Usage matrix 2 of 4


Usage matrix 3 of 4



Usage matrix 4 of 4

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