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A use case diagram [1] is a graphical depiction of a user's possible interactions with a system. A use case diagram shows various use cases and different types of users the system has and will often be accompanied by other types of diagrams as well. The use cases are represented by either circles or ellipses. The actors are often shown as stick ...
Intentional elements are: goal, soft goal, task, belief and resource. Goal is condition or situation that can be achieved or not. Goal is used to define the functional requirements of the system. In GRL notation goal is represented by a rounded rectangle with the goal name inside. Task is used to represent different ways of how to accomplish goal.
Goal structuring notation (GSN) is a graphical diagram notation used to show the elements of an argument and the relationships between those elements in a clearer format than plain text. [1] Often used in safety engineering , GSN was developed at the University of York during the 1990s to present safety cases . [ 2 ]
This List of SDG targets and indicators provides a complete overview of all the targets and indicators for the 17 Sustainable Development Goals. [1][2] The global indicator framework for Sustainable Development Goals was developed by the Inter-Agency and Expert Group on SDG Indicators (IAEG-SDGs) and agreed upon at the 48th session of the United Nations Statistical Commission held in March 2017.
UML's use case diagram provides a simple goal modeling notation. The bubbles name functional goals, [14] so a Use case diagram forms a simple functions-only goal model: as Cockburn writes, use cases cover only the behavioral requirements. [15] Roles are shown as actors (stickmen on the diagram), linked to the use cases in which they take part.
Management by objectives (MBO), also known as management by planning (MBP), was first popularized by Peter Drucker in his 1954 book The Practice of Management. [1] Management by objectives is the process of defining specific objectives within an organization that management can convey to organization members, then deciding how to achieve each objective in sequence.
Identify the goal measure(s) to show the problem has been addressed and the value of meeting it; Identify the "as-is" cause(s) of the problem, as it is the causes that must be solved, not the problem directly; Define the business "wants" that must be delivered to meet the goal measure(s)
Objectives and key results (OKR, alternatively OKRs) is a goal-setting framework used by individuals, teams, and organizations to define measurable goals and track their outcomes. The development of OKR is generally attributed to Andrew Grove who introduced the approach to Intel in the 1970s [ 1 ] and documented the framework in his 1983 book ...