Donnerstag, 27. Februar 2014

BPMN 2.0 - Business Process Model and Notation

Bilder zu BPMN 2.0 - Posters
Google BPMN 2.0 - Posters

Introduction to BPMN
http://de.slideshare.net/NesmaDarwish/bpmn-10041967

Pegasystems
http://en.wikipedia.org/wiki/Pegasystems

Dienstag, 25. Februar 2014

Free-Learning online Courses

Free-Learning online Courses
Openculture: http://www.openculture.com/freeonlinecourses

Sonntag, 23. Februar 2014

CPRE Advanced Level - Requirements Modeling with UML

Certified Professional Requirements Engineering (CPRE)
CPRE Lehrpläne: http://www.ireb.org/lehrplaene.html
CPRE Glossar: http://www.ireb.org/lehrplaene.html
Requirements engineer
A person who – in collaboration with stakeholders – elicits, documents, validates, and manages requirements.
Requirements Engineering
A systematic and disciplined approach to the specification and management of requirements with the following goals:
(1) Knowing the relevant requirements, achieving a consensus among the stakeholders about these requirements, documenting them according to given standards, and managing them systematically,
(2) Understanding and documenting the stakeholders’ desires and needs,
(3) Specifying and managing requirements to minimize the risk of delivering a system that does not meet the stakeholders’ desires and needs.
Abbreviation: RE
Note: All three goals address important facets of RE: (1) process-orientation, (2) stakeholder focus, and (3) importance of risk and value considerations.

Data Flow Diagram
DFD - Dataflow Diagrams: http://de.slideshare.net/Cazoomi/data-flow-diagrams-for-dummies

Agile RE
Agile RE: http://heliosobjects.com/2014/02/20/requirements-management-in-agile-projects/

RE Tools

Polarion
Polarion: http://www.polarion.com/
Polarion Webinars & Speeches: http://www.polarion.com/company/events/index.php#recorded

Sparx Enterprise Architekt
Free Download: http://www.sparxsystems.com/products/ea/trial.html
Enterprise Architect: http://www.sparxsystems.com/
EA Demonstrations: http://www.sparxsystems.com/resources/demos/index.html
EA Webinars: https://www.cephas.cc/ about Use Cases in EA
EA UML Modeling: http://www.sparxsystems.com/uml-tutorial.html

Mittwoch, 19. Februar 2014

Business Analysis

IIAB - International Institute of Business Analysis
http://www.iiba.org/babok-guide/babok-guide-online.aspx

IIAB Glossar: http://www.iiba.org/babok-guide/babok-guide-online/appendix-a-glossary.aspx

erweiterte Ereignisgesteuerte Prozesskette eEPK: http://de.wikipedia.org/wiki/Ereignisgesteuerte_Prozesskette

Priorisation of Requirements
MoSCoW Method: http://en.wikipedia.org/wiki/MoSCoW_Method

BA Tools
Freeware BPM-Tool ARIS: http://www.ariscommunity.com/

Varia
RSS Feed: http://en.wikipedia.org/wiki/RSS

Business Analyst - Requirement Engineer - Artefacts

Business Analyst - Requirement Engineer - Artefacts

Various Types of Requirements
Requirement: http://en.wikipedia.org/wiki/Requirement
- Business Requirement: http://en.wikipedia.org/wiki/Business_requirements
- auch Business Case: http://en.wikipedia.org/wiki/Business_case
- User Requirements: http://en.wikipedia.org/wiki/User_requirements_document (user statements)
- Functional Requirement: http://en.wikipedia.org/wiki/Functional_requirements
- * Quality (of Service) Requirement - NFR: http://en.wikipedia.org/wiki/Non-functional_requirements
- Assumptions, Dependencies and Constraints: http://chicwriter.com/2010/11/requirements-gathering-analysis-assumptions-dependencies-constraints/

Rahmen und Randbedingungen
- more Assumptions and Constraints: http://www.bridging-the-gap.com/ba-stories-its-not-all-requirements-assumptions-and-constraints-matter-too/
- Business Constraints: http://docs.oracle.com/cd/E19263-01/817-5759/bus_analysis.html#wp20584
- Typen von Randbedingungen: https://www.projektmagazin.de/glossarterm/randbedingungen

Characteristics of good Requirements

Characteristic	Explanation
Unitary (Cohesive)	The requirement addresses one and only one thing.
Complete	The requirement is fully stated in one place with no missing information.
Consistent	The requirement does not contradict any other requirement and is fully consistent with all authoritative external documentation.
Non-Conjugated (Atomic)	The requirement is atomic, i.e., it does not contain conjunctions. E.g., "The postal code field must validate American and Canadian postal codes" should be written as two separate requirements: (1) "The postal code field must validate American postal codes" and (2) "The postal code field must validate Canadian postal codes".
Traceable	The requirement meets all or part of a business need as stated by stakeholders and authoritatively documented.
Current	The requirement has not been made obsolete by the passage of time.
Unambiguous	The requirement is concisely stated without recourse to technical jargon, acronyms (unless defined elsewhere in the Requirements document), or other esoteric verbiage. It expresses objective facts, not subjective opinions. It is subject to one and only one interpretation. Vague subjects, adjectives, prepositions, verbs and subjective phrases are avoided. Negative statements and compound statements are avoided.
Specify Importance	Many requirements represent a stakeholder-defined characteristic the absence of which will result in a major or even fatal deficiency. Others represent features that may be implemented if time and budget permits. The requirement must specify a level of importance.
Verifiable	The implementation of the requirement can be determined through basic possible methods: inspection, demonstration, test (instrumented) or analysis (to include validated modeling & simulation).

User Stories
User Stories: http://en.wikipedia.org/wiki/User_story
"As a <role>, I want <goal/desire> so that <benefit>"
"As a <role>, I want <goal/desire>"

Use Cases
Use Case: http://www.usability.gov/how-to-and-tools/methods/use-cases.html

UML-Diagrams

Possible * Quality Requirements
Sufficient network bandwidth may be a non-functional requirement of a system. Other examples include:

Accessibility
Audit and control
Availability (see service level agreement)
Backup
Capacity, current and forecast
Certification
Compliance
Configuration management
Dependency on other parties
Deployment
Documentation
Disaster recovery
Efficiency (resource consumption for given load)
Effectiveness (resulting performance in relation to effort)
Emotional factors (like fun or absorbing)
Environmental protection
Escrow
Exploitability
Extensibility (adding features, and carry-forward of customizations at next major version upgrade)
Failure management
Fault tolerance (e.g. Operational System Monitoring, Measuring, and Management)
Legal and licensing issues or patent-infringement-avoidability
Interoperability
Maintainability
Modifiability
Network topology
Open source
Operability
Performance / response time (performance engineering)
Platform compatibility
Price
Privacy
Portability
Quality (e.g. faults discovered, faults delivered, fault removal efficacy)
Recovery / recoverability (e.g. mean time to recovery - MTTR)
Reliability (e.g. mean time between failures - MTBF)
Reporting
Resilience
Resource constraints (processor speed, memory, disk space, network bandwidth, etc.)
Response time
Robustness
Safety or Factor of safety
Scalability (horizontal, vertical)
Security
Software, tools, standards etc. Compatibility
Stability
Supportability
Testability
Usability by target user community

Upcoming Events

Upcoming Events
UX Schweiz, 27. Feb. 2014, ETH, 18:30-20:00 h: http://ux-schweiz.ch/

About User Experience UX and GUI Design

UX Principles
GUI Design Principles: http://en.wikibooks.org/wiki/GUI_Design_Principles
The Psychological Basis for UI Design Rules: http://www.youtube.com/watch?v=3Gw2bnwQRno
(Design Guidelines) ... 1:15:22 .. University of Stanford Lecture
Definition of UX: http://www.nngroup.com/articles/definition-user-experience/
User Experience Basics: http://www.usability.gov/what-and-why/user-experience.html

UX matters
Great User Experiences sell, see Apple.
Great UX attracts traffic and increases sales, will encourage repeat visits, reduces support request ..

UX Examples: https://www.crealogix.com/de/firmenkunden/finanzindustrie/user-experience/
Why UX: http://ux.crealogix.com/
UX Glossar
User Experience: http://en.wikipedia.org/wiki/User_experience
Positive User Experience: "Goals of User and Goals of Company who created Product are met."
Negative User Experience: "Try to program your Grandma's VCR." :-)
Site Map: Example of a Sitemap: https://www.credit-suisse.com/sitemap/de/
Taxonomy: http://en.wikipedia.org/wiki/Taxonomy
Flowmap: http://www.pinterest.com/jvetrau/ux-site-maps-information-maps-page-flows/
Mindmap of User Personas: what the user is looking for as an experience
Byflow: where UX designers wants their users to go (ROI on UX)
Convertion: when actually User signs up

UX Developing Cycle - watch 58:06 excellent Minutes how it all comes together
Harvard i-lab UX Design - Scott Stevenson: http://www.youtube.com/watch?v=WkUwbPdyMIY
Five Steps of Developing UX - Tasks and Deliverables
5. Surface: Visual Interface Layer that ties all other Layers together, images, graphics, buttons etc.
4. Sceleton: Wireframe (blueprint for pages), where buttons go, what call for actions are there etc., Low-FI Wireframes (hand sketch, static), High-FI Wireframes (HTML, clickable, interactable)
3. Structure: Develop Taxonomy, what is the flow of actions and interactions within the Site
2. Scope: Migration of Strategy into Requirements, Identify Users, User Story Matrix (different types of Users, their personas and their tasks)
1. Strategy: Business Goals & User Goals, what is the reason for the Site, what are Goals

UX Measured
- follow user adoption
- focus groups, asking 25-30 people how they percieve the sites -> value you promised does not fit the UX on
- do Google analytics, to find out when people come on, how long they stay, when they leave etc.

UX - GUI Design Tools
GUI Design Tools: http://softwaresolution.informer.com/Tools-to-Design-GUI/
GUI Design Tool Demo: http://www.carettasoftware.com/guidesignstudio/gui-design-studio-demo.html
Balsamiq - allows for HiFi Prototyping: http://balsamiq.com/products/mockups/
Mindjet - for Site-Maps: http://www.youtube.com/user/mindjet

UX - GUI Design Tutorials
Netbeans Tutorial - GUI Design: http://www.youtube.com/watch?v=wi5hg3onjd0

Dienstag, 18. Februar 2014

Scrum and other Methodologies

Software Development Lifecycles
http://de.slideshare.net/Compare2011/software-development-life-cycle-sdlc

Scrum
Srcum.org: https://www.scrum.org/
effective agile: http://effectiveagile.com/why

Scrum Guide: https://www.scrum.org/Scrum-Guide
Agile User Stories: http://www.mountaingoatsoftware.com/agile/user-stories
Agile Modeling: http://www.agilemodeling.com/artifacts/userStory.htm#Introduction

IBM Rational Unified Process RUP
RUP: http://en.wikipedia.org/wiki/IBM_Rational_Unified_Process

Did you also go Agile with XP?
Extreme Programming XP: http://www.extremeprogramming.org/
XP Simple Rules: http://www.extremeprogramming.org/rules.html
XP Map: http://www.extremeprogramming.org/map/project.html ... looks somewhat familiar ;-) ?
XP Values: http://www.extremeprogramming.org/values.html
Everyone gives and feels the respect they deserve ...
Everyone contributes value even if it's simply ...
We don't fear anything ...
We will adapt to changes ...

Waterfall Model - the first Process Model really :-)
Advantages - Disadvantages: http://de.slideshare.net/rahultilloo/water-fall-model-22606242
Waterfalls of the World: http://de.slideshare.net/thewhizzer/waterfalls-4729116?v=default&b=&from_search=3

Managing Distributed Teams

Managing Distributed Teams
http://www.scrumalliance.org/community/articles/2013/july/managing-distributed-teams
Srum: http://www.scrumalliance.org/why-scrum (reminder for Scrum Post)

Scaling Scrum
Beyond Scrum 1: http://www.perforce.com/company/newsletter/2013/01/beyond-scrum-how-apply-agile-techniques-distributed-teams-large-projects

Beyond Scrum 2: http://www.perforce.com/company/newsletter/2013/02/beyond-scrum-methods-supporting-distributed-teams

Organizations clearly need to invest in automated build and test processes if they want to scale up and deliver features faster and release more frequently. This investment can be expensive, but manual methods are obviously not scalable. Also, automated build and test processes tend to produce much higher software quality.
And if teams and contributors are highly distributed? Then the build and test tools must be accessible online, in the cloud.
- See more at: http://www.perforce.com/company/newsletter/2013/04/beyond-scrum-continuous-integration-build-and-test-automation#sthash.5kiajU2v.dpuf

Beyond Scrum 3: http://www.perforce.com/company/newsletter/2013/03/beyond-scrum-scalable-agile-achieving-continuous-delivery

Beyond Scrum 4: http://www.perforce.com/company/newsletter/2013/04/beyond-scrum-continuous-integration-build-and-test-automation

5 Do's and 5 Don'ts for Managing Distributed Teams
http://blog.assembla.com/assemblablog/tabid/12618/bid/75793/5-Do-s-and-Don-ts-for-Managing-Distributed-Teams-A-Tech-Lead-Speaks.aspx

Cross-cultural Competences
http://en.wikipedia.org/wiki/Intercultural_competence
According to Chamberlain (2005), culture represents "the values, norms, and traditions that affect how individuals of a particular group perceive, think, interact, behave, and make judgments about their world"

Cross-cultural Communications
http://en.wikipedia.org/wiki/Cross-cultural_communication

india-country-profile.html

Business Negotiating

Indians are non-confrontational. It is rare for them to overtly disagree, although this is beginning to change in the managerial ranks.
Decisions are reached by the person with the most authority.
Decision making is a slow process.
If you lose your temper you lose face and prove you are unworthy of respect and trust.
Delays are to be expected, especially when dealing with the government.
Most Indians expect concessions in both price and terms. It is acceptable to expect concessions in return for those you grant.
Never appear overly legalistic during negotiations. In general, Indians do not trust the legal system and someone's word is sufficient to reach an agreement.
Do not disagree publicly with members of your negotiating team.
Successful negotiations are often celebrated by a meal.

Indian Culture: http://www.livescience.com/28634-indian-culture.html

Business Process Management

What is BPM, BPMS, EA BPA ....
Definition: http://www.allaboutrequirements.com/2011/06/what-is-bpm-bpms-ea-bpa-a-short-definition-introduction.html

BPM – Business Process Management
BPA – Business Process Analysis
BPMN – Business Process Modeling Language
EA – Enterprise Architecture
BPMS – Business Process Management Suite

In a BPMS you will have a model-driven approach and you will be able to design and orchestrate your business processes and business rules and have them executed in run-time.

Introduction to BPMN
http://de.slideshare.net/NesmaDarwish/bpmn-10041967

First start with BPA - then deal with Requirements - Approach:
http://www.allaboutrequirements.com/2013/03/top-10-reasons-to-start-with-business-process-analysis-before-specifying-requirements.html

PRPC / PEGA
http://it.toolbox.com/blogs/programming-life/a-programmers-experience-with-pegaprpc-28933

BPMN in Pega Systems / PRPC Flow Rules
http://de.slideshare.net/DeclanChellar/bpmn-in-pegasystemsprpc-flow-rules

Documenting Business Rules

What are Buisness Rules

Business Rule Definition: http://www.allaboutrequirements.com/2011/12/business-rule-definition.html
Limitation Rule: For example: Only two pieces of luggage per passenger is allowed
Validation Rule: For example: Transferring account is not possible if the account is created after 1/1/1980
Permission Rule: For example: Account details must be visible for Gold members only
Evaluation Rule: If the order sum is higher than €4000 the customer is granted a4% discount
Process Rule: For example: If the door lock has been activated the “Occupied” sign must be switched on.

Various ways to document Business Rules
Business Rules: http://www.allaboutrequirements.com/business-rules/

Montag, 17. Februar 2014

Banking & Finance Domain Subject Matter Expertise

Banking & Finance Essentials - Online Training @ CYP
Banking & Finance Essentials: http://www.cyp.ch/banking-finance-2014/banking-finance-essentials/
Distance Learning: http://www.cyp.ch/banking-finance-2014/fernstudium/
Cost: http://www.cyp.ch/banking-finance-2014/auf-einen-blick/

Taxation of Financial Sector
Europe: http://ec.europa.eu/taxation_customs/taxation/other_taxes/financial_sector/index_en.htm

Calculation Rules for fees, commissions, taxes etc.
About Banking: http://banking.about.com/
Simple Interest: http://math.about.com/od/businessmath/ss/Interest.htm
Compound Interest: http://math.about.com/od/formulas/a/compound.htm
Compound Interest Video: http://video.about.com/math/How-to-Calculate-Compound-Interest.htm

Tariffs and Rules
Examples of Tables of Fees and Charges: https://www.sc.com/in/credit-cards/tariffs-and-charges.html
Example of IATA TACT: http://www.iata.org/publications/Pages/air-cargo-tariff.aspx
New Rules for Plaforms Industry: http://www.fca.org.uk/news/platforms-industry
The new rules will apply to new investments from 6 April next year but platforms have been given until 2016 to move all investors to clean share classes, a major blow for platforms, providers and advisers who wanted to cling on to existing rebates.
http://citywire.co.uk/money/commission-ban-hits-fund-supermarkets/a676043

Financial Benchmarking
Financial Benchmarking Switzerland: http://www.comparis.ch/finanzen.aspx

Mittwoch, 12. Februar 2014

Companies I love - to work for

Avaloq: http://www.avaloq.com/en/careers/
UBS: http://www.ubs.com/global/en/about_ubs/careers.html
CS: https://www.credit-suisse.com/ch/en/careers.html

Swisslinx: http://www.swisslinx.com/de/
Experis Switzerland: http://www.experis.ch/
Harvey Nash Switzerland: http://www.harveynash.com/ch/de/index.asp
IQ plus: https://www.iqplus.ch/d/informatiker/projekt.asp

Necetera: http://www.netcetera.com/de/careers.html

Cognizant: http://www.cognizant.com/

Global Human Resources: https://www.ghrgroup.ch/de/home.html

Swiss Re: http://www.swissre.com/careers/professionals/
Roche Switzerland: http://careers.roche.com/switzerland
Reiffeisen Bank: http://www.raiffeisen.ch/web/stellenangebote

Abraxas: http://www.abraxas.ch/ueber-uns/jobs-karriere/offene-stellen/
CSS: https://www.css.ch/de/home.html
ti&m: http://www.ti8m.ch/service.html
CSC: http://www.csc.com/
Allianz: https://www.allianz.ch/public/de/karriere/offene_stellen/professionals/professionals.html
Kuoni GTS: http://www.kuoniglobaltravelservices.com/en/home
Helveting Engineering AG: http://www.helveting.com/
Steria Schweiz: http://www.steria.com/ch/de/

Swiss Governement: http://www.stelle.admin.ch/index.html?lang=de

Dienstag, 11. Februar 2014

Jobbrokers Switzerland - International

Switzerland
Experis Switzerland: http://www.experis.ch/

Harvey Nash: http://www.harveynash.com/ch/de/index.asp

p3b Schweiz: http://www.p3b.ch/

ridgeline: http://www.ridgeline.ch/index.html

International

Darwin Recruitment: http://www.darwinrecruitment.com/

Jobsearch Sites Switzerland - International

Schweiz
Jobs.ch: http://www.jobs.ch/de/

Jobserve.com: https://www.jobserve.com/ch/en/Candidate/Home.aspx

Stellenportal Bund: http://www.stelle.admin.ch/stellen/internet/index.html?lang=de

International
Israel: http://www.jobs-israel.com/searchindex.aspx

Montag, 10. Februar 2014