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Tag: Best Practices

Making Better Business Decisions

Decision-making errors exist within all levels of organizations. Some common examples include:

  • focusing on the symptoms instead of on the problem; 
  • having no clear picture of the desired outcome; 
  • becoming fixated on only one option; 
  • making decisions that do not align with the overall goals of the organization; 
  • missing opportunities to set decision criteria; and 
  • failing to evaluate enacted decisions.

It is important to recognize and accept (without blame or shame) that mistakes occur. Then it is time to move on—to apply a process that will enable successful decision making.

Here are eight common steps that can be taken to aid in making better business decisions.

Define the Problem: Get clarity on the actual business problem by examining the symptoms and gathering input from all stakeholders. State the problem clearly in business terms. Avoid technical jargon.

Know the Strategic Agenda: Find out what is on the strategic agenda of the organization. Ensure that the business problem outlined aligns with the direction of the organization.

Identify the Desired Outcome: Know exactly what you want to see happen. Know your goals and objectives before you consider the route to get there. Consider aligning with the strategic, tactical and operational levels of the organization.

Establish the Solution Domain: Consider ideas that might work within the Solution Domain, that is, within the goals, objectives, rules and constraints of the organization. The Solution Domain establishes the context for which alternative solutions can be considered.

Determine Alternative Solutions: Brainstorm ideas. Have an open session where all ideas are tossed into the ring—no judgment. Refrain from implementation thinking. Focus on solution alternatives. Choose a minimum of three possible solutions for one business problem.

Establish the Evaluation Criteria: Become clear on what is important by creating a list of criteria. Define each of these criteria. Establish the decision-making approach. Ensure that the approach fits within the context of the organization.

Go for It: Choose one solution. Enact it. Allow time for it to work.

Evaluate. Investigate to decide if the solution has been successful. If a satisfactory result has not been achieved, revisit and rethink the solution. Make adjustments as necessary.

Decision making is a challenge, especially in complex organizational environments. A clearly-defined, consistently-applied approach—one that spans all organizational lines—is the key to making better business decisions.


Richard A. Lannon partners with business and technology organizations to help clarify their goals and objectives and train their leadership and professionals on how to achieve them. He provides the blueprint for you and your organization to be SET (structured, engaged and trained). Richard Lannon can be reached at [email protected]; 403-476-8853 or visit www.braveworld.ca 3/09

Top Ten Tips for Tackling the CBAP Exam

It’s no surprise that the certification of business analysts is more sought after today than ever before. Worldwide the demand for qualified practitioners, and the ability for them to quickly demonstrate their capabilities in requirements management and development, continues to grow.

Growing almost as quickly is the number of people taking the Certified Business Analysis ProfessionalTM (CBAP®) exam. The 150-question exam is based on the International Institute of Business Analysts’ (IIBA®) Business Analysis Body of Knowledge® (BABOK®). This constantly evolving business analyst’s handbook reflects the most current, generally accepted business practices, and is one of the best references in preparing for the challenging multiple-choice exam.

So what does this mean to you? For those looking to take their careers forward, or to give themselves an advantage over the competition in the job market, the CBAP certification can mean an advanced career path, documented professional expertise and a positive impact on your organization. The exam is as challenging as the certification is valuable, but the time you take to prepare, from collecting and submitting your extensive application materials, is well worthwhile.

As with any standardized testing, there are literally hundreds of sources for information, tips and strategies. From that mountain of information, here are 10 widely recognized best practices for applying for, preparing for and taking the CBAP exam.

  1. Take your time, part 1. Even applying to sit for the exam will take a significant amount of time. Most experts and CBAPs agree that you should give yourself at least eight hours total to complete the application. Yes, you read that right. Eight total hours. (When you read #2 below, you’ll understand why.)

    Read each question and section carefully. Answer to the best of your ability and take the time to really focus on the application.

    To further minimize omissions and errors – or the odds of having your application rejected – always use the IIBA-supplied templates, available with the application at http://www.theiiba.org/ under “get certified.”

  2. Know the requirements and fees. To successfully apply for the exam, you must demonstrate your professional experience, specifically in indentifying business needs and determining the best solutions for business problems. The completed application must meet the following five requirements:
    1. Work Experience: 7,500 hours of verifiable, hands-on business analysis work over the 10 years preceding your exam application.
    2. Knowledge Areas: Demonstrable experience and expertise in at least four of the six knowledge areas: Enterprise Analysis, Requirements Planning and Management, Requirements Elicitation, Requirements Analysis and Documentation, Requirements Communication, Solution Assessment and Validation, and Business Analysis Fundamentals.
    3. Education: High school or equivalent
    4. Professional Development: 21 hours of verifiable coursework in the past four years, directly related to business analysis.
    5. References: Two references from a career manager, client (internal or external) or CBAP are required. These references must indicate that you are a suitable candidate for the CBAP® certification.

      Next, consider applying for IIBA membership before applying for the exam. As you will see below, the fee schedule for the exam varies, depending on whether or not you are an IIBA member, with savings of $125 for members (exactly the amount of the application fee). Consider the idea that you will probably join IIBA after gaining your certification- so why not essentially apply for “free?”

      Fees:

IIBA® membership fee:

$95 USD

 

Paid annually.

Application Fee

$125 USD

This fee pays for the processing and administration of your application.

It is non-refundable.

 

Exam Fee –

for IIBA®Members

$325 USD

The fee pays for the initial exam sitting and will NOT be reimbursed if you do not pass the exam.

 

Exam Fee –

for non-IIBA® Members

$450 USD

The fee pays for the initial exam sitting and will NOT be reimbursed if you do not pass the exam.

Please note:  You can submit both the application and the exam fees with your application. If your application is declined, you will be reimbursed the exam fee.

  1. Know your study style. Once you’ve applied, you can then expect to devote a substantial amount of your time and attention to preparation. Experts estimate total “ideal” study time at anywhere from six weeks to six months.

    Before jumping in, have a clear understanding of how you learn and retain information. This point can’t be stressed enough. Quite simply, what many people forget, especially if they haven’t taken an examination in some time, is that not every study method works for every person.

    For example, you may be a visual learner, or perhaps you remember spoken words more readily. Do you do better taking classes and interacting with others or working through study guides on your own? Tailoring your preparation to your style will save you hours – if not days – of frustration and increase your confidence on exam day.

  2. Know your resources. With the vast number of available study methods and resources, narrow your choices by creating a list of study resources and be very selective, keeping in mind your personal style (#3 above). CBAP study guides featuring practice examinations are available, as well as business analysis courses to help you prepare for the exam, maintain your certification, and build upon your existing skills. 

    Regardless of the preparation regimen you ultimately choose, it’s wise to contact your local IIBA chapter. Many chapters offer study groups, or you can leverage the knowledge of peers who have already achieved their CBAP® certification.

  3. Get a flash of brilliance. Even in this age of palm-sized computers and high-speed mobile Internet, one popular preparation method is decidedly “low-tech.” Many CBAPs laud flash cards as study tools for exam terms and definitions of each knowledge area – so much so that the study technique is actually featured in many preparation courses. Even if you’ve chosen not to take a formal course, consider making some flash cards for yourself. They’re an easy, efficient way to study anywhere.
  4. Demonstrate intimate knowledge. Memorizing terms and knowing the BABOK is just one part of passing the CBAP exam. Since the exam uses situational scenarios throughout, understanding of language, usage and context for all six knowledge areas is also very important. Success depends on your ability to align your business analysis experience with the exam questions.
  5. Know your activities. Next, memorize the tasks and activities within each knowledge area. If you aren’t already, become familiar with the input and output of each activity across all knowledge areas. Knowing what you’re supposed to get out of a solution will increase your confidence as you work your way through the examination. 
    You can get a feel for activities by creating your own small models for each knowledge area or by using the models included in many of the available classes or guides.
  6. Know your modeling. Usage, process, flow, data and behavior models are all areas tested on the exam. Since the exam focuses on practical, situation-based questions, it’s very important to devote significant time to practicing modeling and more importantly, becoming familiar with when to apply each. 
  7. Practice, Practice, Practice. All the studying in the world is for naught if you’re surprised when you sit down for the actual exam. Whatever your preparation method, be sure to develop a plan for practicing with CBAP-format questions or full-blown practice examinations. Set aside three hours, find a quiet spot, and work your way through. After a few practice exams, and knowing exactly what to expect, the real one won’t seem so intimidating.
  8. Take your time, part 2. The night before the exam, don’t try to cram or re-read the BABOK. Just get a good night’s rest – it is a three-hour-long, taxing test, and being focused and alert is the best favor you can do for yourself.

    On the day of the exam, dress comfortably and bring paper and pencil to work out your answers. Most testing facilities provide these, but it never hurts to be prepared.

    If you’ve memorized items, you are allowed to write on the exam booklet, so get them written down before you begin – it will give you one less thing to think about.

    Finally, put everything you’ve learned to use and pace yourself. You’re not scored on how quickly you complete the exam and rushing leads to costly mistakes. If you do not pass the exam, you must wait three months before you are allowed to re-take it.

    Scoring the exam takes up to 30 days and results will include knowledge area breakdowns for those who have not passed.

    Without proper preparation, the CBAP examination can be intimidating. However, if you solidify your skills and knowledge and take advantage of your experience as a Business Analysis professional, you’ll have your certification sooner than you think.

    Good luck.


Glenn R. Brûlé, Executive Director, Client Solutions, ESI International, is author of CBAP   Exam: Practice Test and Study Guide, First Edition. He has more than 18 years experience in many facets of business, including project management, business analysis, software design and facilitation. At ESI International, he is responsible for supporting a global team of business consultants working with Fortune 1000 organizations. These engagements focus on understanding, diagnosing and providing workable business solutions to complex problems across various industries. Glenn is a Member of the Board of Directors and Vice President of Chapters of the International Institute of Business Analysis (IIBA).  For more information, visit http://www.esi-intl.com/.

Seven Tips for Managing Your Online Reputation

In a competitive job market, a polished professional reputation can make or break someone’s chances of landing a coveted position. And since the word google became a verb, that reputation includes information that can be found online. This is particularly true for IT professionals who are evaluated on their technical savvy.

As a growing number of employers search the Internet for information about job seekers, it’s become more important for applicants to actively monitor and maintain their professional reputations online. The current economic environment has made hiring managers increasingly cautious, and any information that raises a red flag can quickly take candidates out of consideration for a job.

Following are seven practical tips to help you manage your digital imprint

  1. Take stock. Discover what information about you — if any — already is online by performing a search using popular search engines. If you discover an item that you wouldn’t want hiring managers to see, ask the person who posted the information or website administrator to remove it. Similarly, untag any inappropriate photos of yourself.
  2. Activate privacy settings. If you belong to social networking sites or have a personal blog, adjust your privacy settings so you control who has access. 
  3. Exercise discretion. When interacting online, be selective about which venues you participate in and who you allow into your personal and professional networks. If you regularly contribute to blogs or forums, give thought as to how your statements may be interpreted by those outside your community. Consider using a pseudonym if you wouldn’t want a potential employer to see your posts. You can use BlogPulse or Technorati to track online conversations about you or your sites.
  4. Network wisely. When using professional networking sites such as LinkedIn to look for job opportunities, behave graciously with everyone you encounter and follow posted protocols. Thank anyone who assists you, and be sure to return the favor when possible.
  5. Stack the deck. Business information websites such as ZoomInfo allow users to post information about themselves, so consider including details about your professional involvement and qualifications on these types of forums.
  6. Share your insights. Posting useful advice and commentary on industry forums and authoring online articles in your area of expertise can add to your credibility.
  7. Monitor the conversation. Set alerts using Google or other tracking services under your name so you receive an e-mail notification every time something new is said about you online.

Professionals should always post prudently — not just when they’re looking for work. The business world is more transparent than ever, which means people need to be aware that what they say and do online can have both positive and negative consequences.


Dave Wilmer is Executive Director of Robert Half Technology, a leading provider of information technology professionals. Robert Half Technology offers online job search services at www.rht.com. For additional tips on conducting an online job search, download a free copy of Search Smarts: Best Practices for Conducting an Online Job Search at http://www.rhi.com/onlinejobsearch.

Ten Tips for Writing Effective E-mail Messages

  1. Plan the message before you write it. Before writing, ask yourself, “Why am I writing this – what do I want my reader to know and/or do?” When you have the answer, state it at the beginning of your message – this is your main point. 

  1. Organize the information in your message to support the main point. Delete any unnecessary information. Use short paragraphs and bullet points for lists – these make the message easier to read on a screen. 
  2. Identify the right recipients. Don’t send the message to people who don’t need the information. 
  3. Check the content of the message. Make sure there is nothing confidential, personal, inappropriate, or offensive. 
  4. Check the tone of the message. Make sure it doesn’t sound angry, rude, or abrupt. 
  5. Choose the appropriate salutation and closing. Depending on the audience, salutations and closings can be formal, informal, or casual. 
  6. Proofread the message. Fix any grammar, punctuation, and spelling errors. 
  7. Craft a compelling subject line that will tell the reader exactly what the message is about and allow the reader to file and find the message easily later on. 
  8. Make sure attachments are attached. It’s usually best to include attachments as PDFs. 
  9. Include a signature with your contact information. Be sure to include your name, company name, and phone number.

© Copyright 2008 Write It Well


Natasha Terk,

President of Write It Well (www.writeitwell.com), works with a team of skilled instructional designers and trainers to develop and deliver customized on-site and online training solutions about written communications.

Back to Basics and a Look to the Future

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9:50 AM
Wednesday, April 16th, 2008

ProjectWorld * BusinessAnalystWorld
Toronto 2008

Thank you for being part of this!

To view a slideshow of photos from the 2008 Toronto event, click here.

It’s been a hectic couple of weeks with ProjectWorld * BusinessAnalystWorld in Toronto in mid-April and Project Summit & BusinessAnalystWorld in Philadelphia this week. But it has been an enjoyable couple of weeks meeting new and old associates, hearing great speakers and being exposed to exciting new ideas.

And we have another exciting Business Analyst Times for you. Glenn Brûlé continues his Back to Basic series with episode two, Second Fundamental: Creating a Common Vocabulary, in which he discusses the old bugbear – communication and the positive or negative impact it can have on the project. Robert Wysocki wonders if it might be worth considering merging the BA and PM functions into one. Always sure to make people sit up, he puts forward his ideas in Is it Time for the BA and the PM to Get Hitched? Sandra Lavoy looks at what it takes to retain good IT people and Natasha Terk revisits the subject of e-mail with Ten Tips for Writing Effective E-mail Messages.

Our bloggers are back in fine form with their distinctive views – and not always agreeing! Check them out and take sides or sit on the fence. Either way, let us know what you think.

Best Regards, 

Adam R. Kahn
Publisher, Business Analyst Times
[email protected]