Absage SOPHIST DAYS 2021

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Marketingmaßnahmen – Teil 5: Vorträge, Informationsveranstaltungen und Produktmessen

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REconnect: Remote@Home – ja und? Teil 6: Phasen und Methoden zum Ende eines Workshops/Trainings

Nachdem wir in unserem letzten Teil der Blogreihe „REconnect“ über die Erarbeitung von wichtigen Inhalten gesprochen haben, wird es Zeit das Ende des Workshops/Trainings einzuleiten. Dieses besteht noch während des Workshops/Trainings aus der Zusammenfassung, dem Transfer, der Reflexion und dem …

Aus dem Leben eines SOPHIST-Azubis – Teil 7

Sieben Beiträge in 2,5 Jahren: Wir nähern uns dem Ende der Beitragsreihe, wie auch dem  Ende der Ausbildung. In diesem Teil der Beitragsreihe erfahren Sie, wie sich die Ausbildung in diesem Jahr fortsetzt, was bei der Prüfung anders ist als …

Do you have any questions?

If you have any questions to the consulting and project work of SOPHIST, we are at your disposal: from the organization and preparation to implementation and follow-up. We will be happy to help you.

Your contact person:

vertrieb[at]sophist[dot]de

+49 (0)9 11 40 900 64

Your contact person:

vertrieb[at]sophist[dot]de

+49 (0)9 11 40 900 62

Your contact person:

vertrieb[at]sophist[dot]de

+49 (0)9 11 40 900 16

Your contact person:

vertrieb[at]sophist[dot]de

+49 (0)9 11 40 900 16

Getting a grip on the complexities of the development process requires a planning- and process model to be in place. For that, the common distinction is that between classic and agile process models.

Basics

Generally, a process model subdivides the development process into clearly assessable phases, limited both in terms of duration and content, and organizes the individual development steps. These steps are subsequently matched with methods and techniques. Throughout the entire development process, the goal is to bring related tasks and process models into a clear logical order. With its specifications, a process model serves as an organizational tool, which is later on adapted for a specific project through tailoring.

FROM OUR SOPHIST BLOG

(we feel sorry, but our BLOG posts are in German)

Classic process models

As “classic process models” we understand detailed approaches which provide the project members with precise working instructions. Classic process models differ from agile process models by being “static” and setting particularly specific guidelines as to when and how artifacts are to be created. The two best-known “classics” are probably the V-model XT, an agency-specific, process-oriented standard for planning and executing projects, e.g. system development, and RUP®. RUP® (Rational Unified Process) was developed by the company Rational and is a method-dependent process model that is closely connected to UML. First developed in 1997, the standard has since been continuously updated and improved.

RE in classic process models

Requirements Engineering (RE) is an integral part of every classic process model. Its goal is to define all requirements as completely as possible within the initial phase of a project. This is intended to provide the best-possible basis for all subsequent phases. Since this is difficult to achieve at times, revisions (Rücksprünge) are a constant possibility. Nevertheless, it remains an essential goal of the analysis phase. Consequently, the formulation of a set of high-quality requirements usually entails a great deal (Umfang) of elicitation, documentation and validation techniques of Requirements Engineering.

Implementation strategies

Whether you plan on implementing Requirements Engineering within a pre-existing process model or introducing an entirely new process model yourself, you will need an elaborate, comprehensive implementation strategy. This strategy must specify, among other things, the persons responsible to assist with and promote the change; the specific internal marketing plans; the techniques used to pass on new knowledge/methods to the employees; the ways in which the current implementation status is being supervised etc.; all the many small building blocks that need to be accounted for in order to successfully facilitate change within an organization. However, the most important thing is: an implementation project is not a sprint, but a marathon, which has to be endured!

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SOPHIST GmbH

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