Business Analysis

The key to project success lies in good documentation. Trading Technology has developed techniques to rapidly distil users' requirements into a form that can be easily understood by a solution provider or an in-house development team.

Other types of documentation include:

  • Message specifications

  • Project promotional material

  • Test Plans and scenarios

  • User Guides

  • Training materials & presentations

Ensuring that all of the user's needs are recorded in an unambiguous form reduces one of the largest areas of risk in any project.

Below are some examples of the sort of work that we do:

Straight-Through-Processing project for a global custodian
Trading Technology defined the requirements for a project aimed at reducing the manual intervention in the business operations of a global custodian. The process unified the business and IT departments in realising a common goal.

Exchange comparisons
Trading technology were asked by a major European brokerage to compare and contrast the technologies of two major bourses that were in the process of merging. Because of Trading Technology's experience with interface specifications, we were able to compile an incisive report on the technologies within a very short timeframe. The study highlighted the spend on IT required by the business and also the likely implications for the business in terms of their order flow.

System integration project with wireless technology
Trading Technology was engaged by Compaq to provide the content for a demonstration of its ZLE concept in capital markets. The project required the configuration and integration of various systems found in capital markets and used wireless technology for managerial information summaries. The process of requirements-definition for this system was highly complex and required detailed partnership arrangements to be in place. The unequivocal nature of Trading Technology's requirements- gathering process meant that there was a clear understanding of the development effort involved.

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