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A chart shows the amount of work considered to remain in a backlog. Time is shown on the horizontal axis, and work remains on the vertical axis. As time progresses and items are drawn from the backlog and completed, a plot line showing work remaining may be expected to fall. The amount of work may be assessed in several ways, such as user story points or task hours. Work remaining in the Sprint and Product Backlogs may be communicated using a burn-down chart. See also: Burnup Chart.
a chart which shows the amount of work which has been completed. Time is shown on the horizontal axis and work completed on the vertical axis. As time progresses and items are drawn from the backlog and completed, a plot line showing the work done may be expected to rise. The amount of work may be assessed in several ways, such as user story points or task hours. The amount of work considered in-scope may also be plotted as a line; the burn-up can be expected to approach this line as work is completed.
A business rule that places an obligation (or prohibition) on conduct, action, practice, or procedure; a business rule that aims to shape (govern) day-to-day business activity. Also known as operative rule.
A comparison of a decision, process, service, or system’s cost, time, quality, or other metrics to those of leading peers to identify opportunities for improvement.
The aggregated knowledge and generally accepted practices on a topic.
See business process management.
A team activity that seeks to produce a broad or diverse set of options through the rapid and uncritical generation of ideas.
See enterprise.
An economic system where any commercial, industrial, or professional activity is performed for profit.
The practice of enabling change in the context of an enterprise by defining needs and recommending solutions that deliver value to stakeholders.
The set of processes, rules, guidelines, heuristics, and activities used to perform business analysis in a specific context.
A description of the types of communication the business analyst will perform during business analysis, the recipients of those communications, and the form and frequency of those communications.
The scope of activities a business analyst is engaged in during the life cycle of an initiative.
Any information at any level of detail used as an input to business analysis work or as an output of business analysis work.
A document, presentation, or other text collection, matrices, diagrams, and models representing business analysis information.
A description of the activities the business analyst will execute to perform the business analysis work involved in a specific initiative. See also requirements management plan.
Any person who performs business analysis, regardless of job title or organizational role.
The design, structure, and behavior of an enterprise's current and future states provide a common understanding of the organization. It is used to align the enterprise’s strategic objectives and tactical demands.
A justification for a course of action is based on the benefits of using the proposed solution as compared to the cost, effort, and other considerations to acquire and live with that solution involved in developing and living.
Decisions can be made based on strategy, executive judgment, consensus, and business rules, generally in response to events or at defined points in a business process.
See domain.
A state or condition an organization seeks to establish and maintain is usually expressed qualitatively rather than quantitatively.
A problem or opportunity of strategic or tactical importance to be addressed.
An objective, measurable result indicates that a business goal has been achieved.
A non-practicable directive that controls and influences the actions of an enterprise.
An issue of strategic or tactical importance preventing an enterprise or organization from achieving its goals.
An end-to-end set of activities that collectively responds to an event and transforms information, materials, and other resources into outputs that deliver value directly to the customers of the process. It may be internal to an organization, or it may span several organizations.
A management discipline that determines how manual and automated processes are created, modified, cancelled, and governed.
Rethinking and redesigning business processes to generate improvements in performance measures.
A representation of goals, objectives, and outcomes describes why a change has been initiated and how success will be assessed.
A specific, practicable, testable directive that is under the business's control and serves as a criterion for guiding behaviour, shaping judgments, or making decisions.