One last hurdle, one last test, the BCS International Diploma in Business Analysis oral exam is 4pm today. I’ve been swotting for the last 3 weeks (perhaps too much time on BAP and strategy?) and not completely sure what to expect.
All in the same week I change to a new team and am working in CRM.
If things go badly I’ll probably delete this post, else an update will follow…..
So with Project Management course done (and rather good actually), that’s the last of the four modules for the BCS International Diploma in Business Analysis. What remains is the oral exam now booked for beginning of March: so about a month to re-learn everything done so far, and the rest of the book.
UPDATE: March not booked it seems, so watch this space. Not too long I hope.
I wonder if you get letters after your name…?
UPDATE UPDATE: The date is set: 18th of May in Edinburgh. Better get revising.
Dunno about letters but I’ve a year’s free membership of the BCS.
Project Management in a couple of weeks and if all going well then the oral early next year. Clear that hurdle and I’ll have the BCS International Diploma In Business Analysis. Nice.
An interesting article I read in LinkedIn (well a Slideshare) that showed how UI is just a part of UX. What I also noticed was how many of the non-UI activities in UX looked rather like business analysis activities. Here’s an article by a BA who has a nice couple of figures showing how UX and BA activities overlap: The BA-UX Continuum. You could argue that project management would blend of the BA role – purists might disagree but the reality in smaller teams is that BAs and PMs do.
Just to update, BA course, second module, Requirements Engineering: 83% and bagged! Probably the PM module next, but not until September I think.
Step 1 (of 5) to get Diploma in Business Analysis (that will take about a year to complete in all) – done: I now have BCS Certificate in Business Analysis Practice.
Tomorrow is Step 2 exam – BCS Certificate in Requirements Engineering.
Meanwhile, working on a revamp of ZingCOBOL (now about 15 years old) – so installed Drupal and starting to transfer content across (while learning how to use Drupal):
After 8 years with the NHS ePortolio I’m going to be moving onto a new position with J.P. Morgan as a Associate Business Analyst; I start in October. Quite a change in many respects – change of technologies, regular home-working becomes a 25 minute commute, public sector become the financial sector. Still web-based technologies though but looking forward to developing my BA knowledge and experience in a new and most likely more challenging environment.
So much to learn, and a fond farewell to the thoroughly excellent team I’ve worked with since 2006.
The Rubic’s cube is 40 this year, a puzzle that to many people seems to be the play thing of maths geniuses and the friendless. I can solve a cube in about 2 to 3 minutes and I’m certainly no maths genius (and I have a couple of friends at least). If you don’t believe me check out the video below, those are my hands. So how do I do it, what makes me so clever?
Simple, I learned a process…
How to solve it (this isn’t the actual solution, just how to get there)
People who don’t know how to solve a cube think that solving it means being able to see and understand from the very beginning how to move every square colour about so that it will all fall into place. In fact all you need to do to get all the same colours on the same face is follow a set of progressive steps:
- line up the bottom centre colour as a cross with side centres
- fill in the bottom corners
- fill in the colours between the side centres
- make a cross with the top face colour
- line up top face colour with the side colours
- put the corners in the right place
- rotate the corners to the correct orientation and cube is solved
For each of those 7 steps there are a couple of standard moves to learn for each step to get the colour in the right place. Easy.
The point I want to make is that a seemingly highly complex task is solved by just breaking it down into simple steps and following a process. So how many other impossibly difficult tasks in life can be understood and resolved by just understanding how to get from start to finish in simple, manageable steps?
Something to think about.
About 4 years ago I qualified as a PRINCE2 Practitioner. Returning to work the following week I was fired up and ready to get everything running in this way. And yet, some how, it never quite works like that. The projects we worked on were too small in terms of several work packages across numerous customers in a semi-agile environment. Yes PRINCE2 can be used with Agile, and in theory no project is too small, but realistically there’s too much supporting documentation and processes to keep on top of it all, especially is being a PM isn’t everything you have to doing during the day.
Nonetheless, I still cherry picked items like incident logging, daily logs etc… The key however is the Business Case, but again, when commissioned to do a piece of work for a customer the business case is their document – us accepting to do the work is more to do with service management than project management.
What interested my most was the alignment and crossover of business analysis and PRINCE2, or rather, the activities of the BA and the PM – seemingly often the same person in smaller organisations or projects. The Business Case again featuring highly for both roles. For interest I looked around for articles/papers that discuss PRINCE2 and the BA:
http://www.somos.com/resources/know/articles/11112101 (BA and PRINCE2)
And for completeness
http://eprince2.com/articles/prince2-is-agile/2011/03/17/ (PRINCE2 and Agile)
Last week I was asked to gather some metrics about the development process – some numbers around timings, effort assessments, time to deploy, how many code review failures, how many test failures and so on. Ok says I and start extracting data from Team Foundation Server. The problem is, well, which numbers? So this is the challenge is determining (a) what are the numbers that tell us the about the development process and (b) are we able to extract this data from what we have?
The key point is being sure to generate metrics and KPIs on what is relevant to the critical success factors (CSFs) and not just pull out numbers based on what you can see on the spreadsheet of extracted data.
Data -> Information -> knowledge -> wisdom
So now I’m going through the books to get some guidance (Metrics for Service Management published by Van Haren is very good for this) and will make the questions first and then look for the answers.
I think this is something that happens to a number of people who do a similar job to me – i.e. you send your working years developing specifications, talking to customers, looking at internal processes for support, change requests, reporting, little bit of this, little bit of that. And whenever a new person starts in the team they go around the introductions: “I’m Dave, developer”, “I’m Jane, developer”, “I’m Gary, trainer”, then the inevitable “I’m Tim, er…[mumble][cough]..er…stuff…well I’m doing something all day, you know…”
So it came as a great relief when it turns out that what I do is IT Business Analysis. Seems this is something that happens to many BAs who find they’ve effectively been one for a long time but didn’t have a title for it. What’s interesting is that when you have a label for it it becomes easier to understand what you do, what it links into the other things you do; it tidies things up and gives you access to other people who have been aware of BA for a long time (LinkedIn groups is great for this). I got the book (Business Analysis, 2nd Ed, BCS) and sure enough, these indeed covered a much of my job description (though the book nicely formalises it and has much more that I have to learn from – and I should do the exam too).
Of course there’s a heck of a lot more to being a BA, and the thing you really need to grips with (and that’s next on the reading list, or at least get familiar with list) is BABOK 2 (Business Analysis Body Of Knowledge version 2).
Anyway, so finally I have crystallised my job title to “Business Analyst / Communication Consultant” – I dropped “IT” at the beginning for brevity, but added Communications Consultant at the end for levity [are you sure that’s the right word? Ed] to cover all the comms work I’m doing, particularly with social media development (Twitter chats, Google+, YouTube channel, help desk self service). It’s quite refreshing when you can find you can tell people what you do with surety and conviction.