Mastering Business Analysis

Dave Saboe, CBAP, PMP, CSM | Certified Business Analysis Professional | Agile Coach
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Your key to advancing your career as a Business Analyst and beyond

  1. 30/11/2021

    Software Development Pearls

    Karl Wiegers shares his lessons on requirements, project management, design, quality and more. Karl’s advice can make you significantly better at what you do. Show Notes Karl Wiegers started programming in 1970 and has collected 60 lessons he has learned in several areas of software development including requirements, design, project management, culture, teamwork, quality, and process improvement. Each of these lessons bring insights that can help you to and your organization to become significantly better at creating high quality, valuable solutions to your customers. The Need to Iterate Almost everything we do takes more than a single shot and design is a good example. The first lesson in the design category of Karl’s book is “design demands iteration”.  There’s always more than one design solution for a software problem and seldom a single best solution. The first design approach you come up with is unlikely to be the best option.  A good rule of thumb is that you’re not done with design until you’ve created at least three designs, discard them, and take the best ideas from those three and build something better. The same holds true for requirements.  It will take a few iterations to get it right.  These are cyclical things that you have to plan in your project management approach.  You’re going to have to build in some reviews, get some feedback, prototype, and do some modeling to make sure we’re on the right track. Icebergs are always larger than they first appear; that means that there’s going to be growth in the project. There’s going to be new information and new ideas that come along.  You have to build in that growth and include contingency buffers into your plans.  The bigger the project, the more unknowns and ambiguity and the more likely it is to change. Understanding Stakeholders and Customers Usage-centric development (as opposed to user-centric) is more likely to satisfy customer needs than product or feature-centered development.   We shouldn’t care about features as much as you care about knowing what people need to do with the product.  That’s the difference between the usage-centric approach and the product-centric approach. That begins by understanding your stakeholders.  Stakeholders are individuals, groups, or even systems who can shape or influence the direction of a project or who are affected by the project.  To be successful, you need to identify your various user classes and identify who’s going to be the literal voice of the customer. Keep in mind that the customer isn’t always right, but they always have a point.  Many times, the customer may ask for a solution, which may or may not be the right thing.  To provide valuable solutions, we need to understand the underlying problem.  If the solution they propose is the answer, what is the question? Listen to the full episode for more lessons and advice on stakeholders, quality, applying what you’ve learned, and more. YOUR HOMEWORKPick two areas you want to get better at and vow to spend some of your time on the project learning about those areas. Look for opportunities to apply that new learning on your project and perform in those areas better than you would have before your commitment to learn and develop your skill in that focus area. Links Mentioned in this Episode Karl’s Personal Website – KarlWiegers.comProcessImpact.com – Karl’s business and book informationInformation on Karl’s book, Software Development Pearls Karl Wiegers Karl Wiegers is an independent consultant, author, speaker, and thought leader in the project community. His books on software requirements are considered required reading for Business Analysts and Project Managers. As a consultant and trainer, Karl has worked with more than 100 companies and government organizations of all types, helping them improve the effectiveness and efficiency of their software development activities. Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. TrendingMBA065: The Value of Business Analysis Popular EpisodesMBA155: Hiring BAs and PMs MBA166: Mastering the Art of Feedback MBA209: Visual Thinking MBA169: Digital Business Analyst Competencies MBA202: Business Value Analysis MBA040: User Stories – Are You Ready? The post MBA228: Software Development Pearls appeared first on Mastering Business Analysis.

    26 min

  2. 16/11/2021

    The Minimum Viable Business

    Ian Reynolds discusses how to discover the right solutions for your customers and then deliver them quickly. Show Notes Many organizations, especially as people are trying to work in more Lean and Agile ways, work towards producing a minimum viable product (MVP) and move on after achieving it.  These organizations aren’t thinking about the value that could be delivered after the MVP. They believe that if they put a minimum viable products in our customer’s hands, they know whether or not it’s a great product.  Instead, people need to be working towards a minimum viable business as opposed to the minimum viable product.  You could put a great product out there, but if you haven’t designed it to solve for the customer’s ultimate needs by testing it and getting early feedback and created a degree of stickiness in a business model that will help you retain and add clients, you have a problem. You don’t necessarily have a business and you haven’t necessarily solved the problem.  Over optimization towards what you believe to be a viable product is not necessarily that MvP. It’s a business model that’s going to have sustainability. What’s Valuable to Customers When you’re developing a product, the easiest person to fool is yourself. You may believe that you have a great product, but you need to test it to validate that belief.  That could be as simple as using a survey to check the validity of your idea. Building a product (even a scaled-down version of a working product) is a very expensive way to test an idea. If you build the product first and then try to go out in the market and then make the adjustments, you’re going to have to build it again. Faster Delivery There are two major inhibitors to speed to market.  One is trying to do everything yourself.  The desire to understand exactly how the product is built and have too much control over the process of building that product is not efficient. When you’re building a product, it’s not reasonable to be so in the weeds that you’re concerned about using a specific technology or growing to an understanding of how everything works.  When starting your business or starting your MVP, don’t try to have one person do everything. Have people that are specialized in their given fields and fractionally use their time. The other big impact to speed to market is if you don’t have a needed skill set in house.  Training that skill and building competency can take a long time.  You don’t necessarily have to hire for it as that could be much more expensive than using an outside party. Listen to the full episode to understand how to test and discover the right solution and how approaches such as DevOps can help accelerate both discovery and delivery. YOUR HOMEWORKFirst Tip: Look at what the biggest players in the market are doing in terms of their engineering culture and then figure out what is it that they’re doing efficiently that you can copy. Don’t try to invent things yourself or come up with a new process; figure out what they’re doing and just copy it.Second Tip: Analyze the opportunity cost of doing something in-house versus using a third party by looking at what an outside party can do for you and what specialization they have. If they could solve the problem for you quickly, maybe they can do it much more cheaply. IAN Reynolds Ian is the Chief Solutions Architect at Zibtek and Head of Venture Partners at Golden Section Studios. In his role as Solutions Architect, Ian matches business needs to technical solutions that solves the customer’s problem. Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. TrendingMBA073: Agile Requirements – What’s Different More Popular EpisodesMBA013: Trust is the New Workplace Currency – Interview with Nan Russell Lightning Cast: Order your Backlog MBA015: Promise Theory for Team Cooperation – Interview with Mark Burgess MBA055: The Agile BA – Interview with Ryland Leyton MBA195: Example Mapping MBA058: Reusable Discovery Testing The post MBA227: The Minimum Viable Business appeared first on Mastering Business Analysis.

    22 min

  3. 26/10/2021

    Elon Musk's 5-Step Design Process

    In this lightning cast, we explore the 5-step design process Elon Musk uses for SpaceX to innovate and get better results. Show Notes In a recent interview, Elon Musk shared the 5-step design process he uses at Space X to achieve better results.  Below are the details of this design process. Step 1: Make your requirements less dumb. Make sure you start with high quality requirements and that you truly understand the ‘why’ behind each.  Simply using requirements because someone told you that’s what they want makes your requirements dumb. “It does not matter who gave them to you. It’s particularly dangerous if a smart person gave you the requirements because you might not question them enough.  Everyone’s wrong.  No matter who you are, everyone’s wrong some of the time.” Elon recommends that for whatever requirement or constraint you have, it should come with a name, not a department.  That’s because if there’s a question of concern, you can’t ask a department. You have to ask a person.  The person who’s asking for the requirement or highlighting the constraint must agree that they will take responsibility for that requirement. If you fail to do this, you may run into the situation where some random person who’s no longer with the company came up with the requirement off the top of their head with no foundation in a real need.  That’s a dumb requirement. Step 2: Delete the part or process Look critically at the process or piece you’re developing and try to remove pieces instead of always adding new things.  Work to understand the value that’s added by each part or each step in the process and reduce or eliminate those that don’t add value. “If you’re not occasionally adding things back in, you are not deleting enough. The bias tends to be very strongly towards ‘Let’s add this part or process step in case we need it’. But you can basically make in-case arguments for so many things.” Step 3: Simplify or optimize the design Optimizing should only be done after you make your requirements less dumb and try to delete the part of process.  The most common mistake you can make is to optimize something that shouldn’t exist in the first place. Step 4: Accelerate cycle time We want to reduce the amount of time from when we start working on something to when we finish.  The easiest way to do that is to focus on one thing at a time and eliminate task switching.  With that focus, you can get things done more quickly . . . just make sure they’re the right things. “You’re moving too slowly. Go faster, but don’t go faster until you work on the other three things first.” Step 5: Automate Once you’re confident you have the right requirements with the right ownership, removed unneeded steps, optimized the design, and done things quickly, you can automate the process.  Don’t spend the time and effort to automate the wrong thing or automate too soon. Using Elon Musk’s five-step design process may help you and your organization to innovate faster and focus on customer value. Latest Episodes MBA228: Software Development Pearls MBA227: The Minimum Viable Business MBALC: Elon Musk’s 5-Step Design Process MBA226: The FOCCCUS Formula MBA225: The Value of Business Models MBA224: Corkscrew Thinking MBA223: The Human Work Machine MBA222: Testing Your Business Ideas MBA221: Systems Thinking and Business Agility MBA220: Thoughtless Design with Karl Wiegers MBA219: How To Be an Agile Business Analyst BA Toolbox – A3 Report MBA218: Customer-Centric Transformation Lightning Cast: Agile Planning MBA217: Objectives and Key Results Lightning Cast: POWER Start for Your Meetings MBA216: Outcome Based Change Lightning Cast: Resistance to Change MBA215: The Challenges with Leading in Product Management MBA214: The BA Success Path MBA213: Applying Theory of Constraints MBA212: Transforming Your Work with Modern Agile MBA211: Adaptive Leadership MBA210: Vital Communication MBA209: Visual Thinking MBA208: Facilitative Leadership MBA207: Bad Behaviors in the Workplace MBA206: Succeeding with Analytics Lightning Cast: BA Goals Revisited MBA205: Beyond Data Literacy MBA204: Top Skills for 2020 MBA203: Career Insurance Yes, Virginia, There Are BAs in Agile Lightning Cast: Failure to Launch (a new product) MBA202: Business Value Analysis MBA201: Tips From an Accidental Product Owner MBA200: Take Action! The Best Advice from Over 200 Episodes MBA199: The Future of the BA Profession MBA198: DevOps – What it Means for BAs MBA197: Making Change Fun MBA196: Customer Journey Treasure Hunting MBA195: Example Mapping MBA194: Start Your Project Off Right MBA193: About Your Career Lightning Cast: Story Estimation – What’s the Point? Lightning Cast: Requirements Rot MBA192: The Blight of Product Debt Lightning Cast: The Power to Get Things Done MBA191: Use Cases in Agile Lightning Cast: AI – Can you be replaced by a machine? MBA190: Business Data Analytics Lightning Cast: You Are a Facilitator MBA189: Adventures in Product Ownership Lightning Cast: Simplified Value Stream Mapping MBA188: The Four Ps of Product Ownership Lightning Cast: Product Debt MBA187: Transitioning to a Scrum Master Role Lightning Cast: Business Agility MBA186: Exploring Product Ownership Lightning Cast: Don’t Throw it Over the Wall MBA185: Business Analysis in Agile Lightning Cast: Non-Functional Requirements in Agile MBA184: Discover What Customers Want with JTBD Lightning Cast: We Are the Business MBA183: The BA Role on a Scrum Team MBA182: BA in the Service Industry Lightning Cast: Death, Taxes, and Missed Requirements MBA181: The Three BA Archetypes MBA180: Socratic Questioning Lightning Cast: BA Performance Goals MBA179: The Power of Prototyping MBA178: Career Options for BAs MBA177: Product Backlog Refinement MBA176: Predictions for 2019 Lightning Cast: A Visit From the Business Analyst MBA175: Product Management is the New Business Analysis – Part 2 MBA174: Product Management is the New Business Analysis MBA173: Avoiding the Build Trap MBA172: Decide Smarter Faster with Kupe Kupersmith MBA171: Your Questions Answered – Listener Mailbag MBA170: Persuasion – Get Buy-In for Your Ideas Lightning Cast: Big Design Up Front MBA169: Digital Business Analyst Competencies MBA168: Exploring the BA Career Path MBA167: The Power of Storytelling MBA166: Mastering the Art of Feedback Special Message MBA165: Remembering Jerry Weinberg Lightning Cast: Think as a Customer MBA164: The Agile Analysis Certification MBA163: Lean Six Sigma – What You Should Know Lightning Cast: Moving to a BA Role MBA162: The Business Analyst Role and its Real Value MBA161: Evolution of the BA Role Lightning Cast: Dude’s Law MBA160: The Art of Better Business Requirements Lightning Cast: Business Agility MBA159: Experiment Driven Development MBA158: Agile Requirements MBA157: The Importance of Good Data Analysis Lightning Cast: Symptoms of Success MBA156: The Power of Mentoring MBA155: Hiring BAs and PMs MBA154: Change Leadership Lightning Cast: BA on a Scrum Team MBA153: Trends in Business Analysis Lightning Cast: Powerful Questions MBA152: Finding the Right Project Lightning Cast: Order your Backlog MBA151: Your Consulting Practice – with Karl Wiegers Lightning Cast: Which Communications Channel Should You Use? MBA150: A High Five for Business Analysts Lightning Cast: Common Issues Facing Business Analysts Today MBA149: The Power of EQ Lightning Cast: The Business Alchemist MBA148: 7 Keys to Succeeding with Agile Lightning Cast: Trust – The One Thing that Changes Everything MBA147: The Business Agility Manifesto MBA146: The Full Stack Business Analyst MBA145: Predictions for 2018 Lightning Cast: Confessions of a Recovering Perfectionist MBA144: The 12 Days of the Project Lightning Cast: Stepping Up to Product Ownership MBA143: Imposter Syndrome – Banishing Your Inner Critic Lightning Cast: Root Cause Analysis Lightning Cast: Using Competency Models MBA142: Lean Startup for the Enterprise MBA141: Digital Transformation – What is Means for BAs MBA140: Improve Influence with NLP Lightning Cast: Better Communication Using the DiSC Model MBA139: Thin Slicing Problem Analysis Lightning Cast: The Many Uses of a SIPOC MBA138: Building a Believable Business Case Lightning Cast: Stay in Your Lane MBA137: Challenges with User Stories – with Mike Cohn MBA136: What the IIBA Can Do for You – Part2 MBA135: What the IIBA Can Do for You Lightning Cast: Flip the Script in Your Job Search MBA134: Distinguishing Yourself in Your Career Lightning Cast: Brainstorming – You’re Doing It Wrong! MBA133: What BAs Need to Know About Agile Lightning Cast: Requirements Quality MBA132: Next Generation Competencies Lightning Cast: The Agile Business Analyst Mindset MBA131: Interviewing for a Business Analyst Position Lightning Cast: The Business Analyst Career Path MBA130: Exploring Requirements with Jerry Weinberg MBA129: Real Life Agile, UX, and Design Thinking MBA128: Where Should the Business Analyst Reside? MBA127: Guiding Principles for the Business Analyst – part 2 MBA126: Guiding Principles for the Business Analyst MBA125: Become the Conscience of the Business MBA124: Business Analyst in an Agile Environment MBA123: The 21st Century Business Analyst MBA122: Driving Real Value Through Business Analysis MBA121: Mastering Product Ownership MBA120: Jobs to be Done Theory MBA119: What’s in Your Backlog? MBA118: Virtual Leadership MBA117: Getting Requirements Right MBA116: Implementing Solutions vs Problem Solving MBA115: Political Martial Arts – Navigating Office Politics MBA114: Value Proposition of the BA Role MBA113: Problem Solving – The RIGHT

    4 min

  4. 05/10/2021

    The FOCCCUS Formula

    In this episode, we revisit Theory of Constraints, an approach to improving organizational performance by accelerating delivery. Author Clarke Ching shares his FOCCCUS Formula to address the system’s bottleneck. Show Notes In every process or value delivery system, there’s one constraint (bottleneck) that limits the flow of value of the entire system.  If you want to deliver faster, you must identify and address the bottleneck.  To improve the flow of value, we can apply the Theory of Constraints, a process improvement methodology that focuses on addressing the bottleneck. Eli Goldratt’s famous book, The Goal, introduced readers to the Theory of Constraints and how to apply Goldratt’s Five Focusing Steps to address your constraint.  However, many people are unaware of or confused by the Five Focusing Steps. In you’re confused about how to address the bottleneck in your process, you can use Clarke Ching’s FOCCCUS Formula instead.  FOCCCUS is an acronym that stands for the steps you can take to address the constraint and improve the system. FOCCCUS The first step in the FOCCCUS Formula is “F” for find the bottleneck.  You can’t improve the bottleneck if you don’t know where it is.  To find the bottleneck, look for work piling up of long queues in front of a step in the process.  Work typically builds up in front of the constraint. Once you find the bottleneck, the next step is “O” for optimize. You want to optimize the bottleneck so that it can get work done faster.  You can do this by making sure the work that goes to the bottleneck resource is ready (has everything they need) and the bottleneck is focused only on value added work. After you optimize, the next step is collaborate.  Collaboration helps the bottleneck deliver faster because non-bottleneck resources may be able to off-load work that the bottleneck is doing. In addition to collaboration, you can apply the second “C”, which is coordinate.  This step involves finding ways to coordinate activities of both bottleneck and non-bottleneck resources to optimize delivery.  This can include rearranging process steps or changing the timing of certain pieces of work to smooth the flow. The third “C” in the FOCCCUS Formula is curate.  When you curate, you decide what to put in a limited amount of space.  Essentially, you prioritize work to maximize the value that can be delivered. The “U” in the FOCCCUS Formula stands for upgrade.  This can mean buying faster equipment, holding training to improve skills associated with the constrained task, or hiring more people.  Upgrading can be expensive and you should only upgrade after completing the other steps. The final step is “S”, which stands for start again.  The FOCCCUS Formula is a continuous process.  After you complete each step, you should validate that the bottleneck hasn’t moved.  If it has, continuing to the next step with the same bottleneck won’t improve the flow of value through the system. Check each time to ensure that you know where the bottleneck is and start with the simplest, cheapest intervention. Listen to the full episode to understand how to use the FOCCCUS Formula to improve your process and accelerate value delivery. Clarke Ching Clarke has been powered by the Theory of Constraints for over 20 years and Agile since 2003.  He wrote Rolling Rocks Downhill (the Agile business novel that never mentions Agile) and The Bottleneck Rules (which was featured in The Guardian newspaper, and was briefly the #2 best-selling leadership book on Amazon.com, just behind Steven Covey). Latest Episodes MBA228: Software Development PearlsKarl Wiegers shares his lessons on requirements, project management, design, quality and more. Karl’s advice can make you significantly better at what you do. Show Notes Karl Wiegers started programming in 1970 and has collected 60 lessons he has learned in several areas of software development including requirements, design, project management, culture, teamwork, quality, and… Read more: MBA228: Software Development Pearls MBA227: The Minimum Viable BusinessIan Reynolds discusses how to discover the right solutions for your customers and then deliver them quickly. MBALC: Elon Musk’s 5-Step Design ProcessIn this lightning cast, we explore the 5-step design process Elon Musk uses for SpaceX to innovate and get better results. MBA226: The FOCCCUS FormulaThe Theory of Constraints is an approach to improving organizational performance by accelerating delivery. Author Clarke Ching shares his FOCCCUS Formula to address the system’s bottleneck. MBA225: The Value of Business ModelsDavid Mantica helps us understand business models and helps us understand how to find new opportunities to create greater value. MBA224: Corkscrew ThinkingClarke Ching shares an innovative problem solving approach to help us solve tricky problems. MBA223: The Human Work MachineDavid Mantica discusses the brain science behind some of the challenges knowledge workers face and helps you shift your mindset to enable you to thrive in a complex and chaotic environment. MBA222: Testing Your Business IdeasDavid Bland discusses the importance of testing your business ideas and shares ways to dramatically reduce the risk and increase the likelihood of success for your product, initiative, or project. MBA221: Systems Thinking and Business AgilityAdrian Reed discusses systems thinking, how it enables business agility, and how it can help elevate the value you bring to your organization. MBA220: Thoughtless Design with Karl WiegersAuthor and thought leader Karl Wiegers shares principles and lessons he has learned from poor designs and what you can do to develop solutions that create a great user experience. MBA219: How To Be an Agile Business AnalystKent McDonald shares his thoughts on what it takes to succeed as a Business Analyst in an Agile environment. BA Toolbox – A3 ReportIn this episode of the BA Toolbox, we explore the A3 report and it’s use in problem solving. MBA218: Customer-Centric TransformationMelissa Boggs discusses how the Scrum Alliance transformed into customer-centric teams and how you can have a greater customer focus. Lightning Cast: Agile PlanningUnderstanding the different levels of Agile planning and what they mean for you will help your team stay aligned and focused on achieving the right outcomes. MBA217: Objectives and Key ResultsPaul Niven helps us to understand Objectives and Key Results (OKRs), a goal-setting tool to set ambitious goals with measurable results. Lightning Cast: POWER Start for Your MeetingsStop the wasted time and money from ineffective meetings by giving your next meeting a POWER Start. MBA216: Outcome Based ChangeDavid Hawks shares an approach to transformations, projects, and large change initiatives by starting with the business outcomes. Lightning Cast: Resistance to ChangeOvercome resistance to change using Goldratt’s Four Quadrants of Change MBA215: The Challenges with Leading in Product ManagementRoman Pichler discusses the challenges associated with leading in a Product Management role and what you can do to overcome those challenges. MBA214: The BA Success PathLaura Brandenburg shares her framework for career development; the Business Analyst Success Path. MBA213: Applying Theory of ConstraintsIf you want to accelerate and deliver with greater speed and flexibility that’s critical to serving your customers, combine Agile with Theory of Constraints. MBA212: Transforming Your Work with Modern AgileJoshua Kerievsky shares the four principles of Modern Agile and how they can help you find better ways of working and achieve better business outcomes. MBA211: Adaptive LeadershipIn this time of unrelenting change, we need leadership at all levels. Here’s what you need to help your team succeed. MBA210: Vital CommunicationCommunication is vital to success on teams and across organizations. In this episode, Tommy Re shows us how to dramatically improve communication. MBA209: Visual ThinkingGrant Wright Shares simple Visual Thinking tools and practices to help your team get aligned and retain information. MBA208: Facilitative LeadershipAuthor Michael Levine helps us unleash the power of large, diverse groups of smart, experienced individuals to deliver positive business results. MBA207: Bad Behaviors in the WorkplacePaul Pelletier helps us to understand the root causes of disrespectful behaviors at work and how to address them. MBA206: Succeeding with AnalyticsJim Rushton helps us to understand why 80% of analytics projects fail and what you can do to make sure yours succeeds. Lightning Cast: BA Goals RevisitedBuilding on last year’s episode about BA performance goals, we discuss how to choose the right goals and achieve them. MBA205: Beyond Data LiteracyLori Silverman helps us get real value from data by developing core competence and creating the culture needed to support collaborative data-informed decision making. MBA204: Top Skills for 2020LinkedIn’s list of the 15 most in-demand skills includes business analysis and a many skills that are critical to your success. MBA203: Career InsuranceDavid Mantica shares ways to protect yourself from layoffs and prepare for career advancement. Yes, Virginia, There Are BAs in AgileHoliday Episode: In the style of the 1897 New York Sun editorial, a grown up Virginia asks if there are Business Analysts in Agile. Lightning Cast: Failure to Launch (a new product)Find out what you can do to ensure a successful product launch. MBA202: Business Value AnalysisDavid Mantica helps overcome one of the biggest challenges facing organizations today – understanding value and building the right solution. MBA201: Tips From an Accidental Product OwnerRichard Lar

    12 min

  5. 07/09/2021

    The Value of Business Models

    David Mantica helps us understand business models and helps us understand how to find new opportunities to create greater value. Show Notes Creating product requirements and delivering features is one thing. Understanding the business context and business models associated with your product and identifying different avenues to drive value is quite another. Understanding your business model can help drive value for your organization and increase the value that you contribute as a Business Analyst, Product Owner, or Project Manager. A business model incorporates how you package a product, how you sell it, how you market it, how you deliver it, and how you get paid for it.  The packaging refers to the offer itself, not the box it comes in. Your business model gives you insight into how you extract money or time from somebody for the product and understand the expense necessary that actually deliver it and the margins associated with it.  You then tie in how you fit in the value chain of your organization and where you fit from a competitive standpoint. Business Models for Internal Products The first thing we have to remember with internal products is that revenue is considered with use and adoption of the product. Instead of revenue being much somebody paid for something, your internal customers pay for what you build based on their time; if they’re using it more, they’re paying a lot of money for it.  Once you understand the use, you could tie value back to productivity. We need to consider that there are different ways that you can deliver; all the different ways you can sell, all the different ways that you could generate revenue, ways that people engage with your product are different.  You can commoditize the same solution but within two different business models and get two totally different results.  You can understand the business model from an internal perspective by digging into how you deliver something. How do you package that delivery?  What’s the value proposition?  What’s the internal marketing associated with it?  How you judge success? Increasing Value To validate the value of a product, service, or feature, we don’t just need to test ideas. We also have to test how the idea is delivered, the information that is given, and how we monetize its use. As Business Analysts, we’re a lynchpin between what can happen and who uses it. We have to start influencing the groups in the middle that deliver elements of the product to help them see the fact that their scale and repeat model is in need of an adjustment or needs to be replaced by something else. By serving as internal management consultants, we can work to understand the changes in the business model and educate people on potential failures and view the business model together to enhance the product value. One of the failures could be how we support someone when they have a problem or not delivering the service appropriately.  Perhaps it’s the wrong platform.  Perhaps there’s an external impact based on use that we have to incorporate because all of our customers are using a different software system and they have different experiences. Understanding how business models change due to a digital transformation is critically important. Looking at options associated with the business model may help you to see different options.  Perhaps you can license the product. You can sell the software, sell the data, or provide information online. Understanding the concept of how a digital transformation starts to impact some of these production environments that we’ve been working on for quite some time is a good educational step to start getting yourself a better understanding of what may occur and then also being able to truly understand the market. Listen to the full episode to get more advice and insights on using business models to bring more value to your organization and your customers. HOMEWORKReview some case studies about different types of business models and take time out to thing about your business models and how you can apply what you’ve learned. David Mantica David Mantica believes leaders should be servants to their organizations and people.  He is the Vice President and General Manager at SoftEd, a consultancy that offers advisory and education services to help organizations discover new ways of working for better business outcomes.  David is a frequent speaker on Project Management, Business Analysis, and leadership. Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. TrendingMBA037: The Key to Better Collaboration Recent Episodes: MBA228: Software Development Pearls MBA227: The Minimum Viable Business MBALC: Elon Musk’s 5-Step Design Process MBA226: The FOCCCUS Formula MBA225: The Value of Business Models MBA224: Corkscrew Thinking MBA223: The Human Work Machine MBA222: Testing Your Business Ideas MBA221: Systems Thinking and Business Agility MBA220: Thoughtless Design with Karl Wiegers MBA219: How To Be an Agile Business Analyst BA Toolbox – A3 Report MBA218: Customer-Centric Transformation Lightning Cast: Agile Planning MBA217: Objectives and Key Results Lightning Cast: POWER Start for Your Meetings MBA216: Outcome Based Change Lightning Cast: Resistance to Change MBA215: The Challenges with Leading in Product Management MBA214: The BA Success Path MBA213: Applying Theory of Constraints MBA212: Transforming Your Work with Modern Agile MBA211: Adaptive Leadership MBA210: Vital Communication MBA209: Visual Thinking MBA208: Facilitative Leadership MBA207: Bad Behaviors in the Workplace MBA206: Succeeding with Analytics Lightning Cast: BA Goals Revisited MBA205: Beyond Data Literacy MBA204: Top Skills for 2020 MBA203: Career Insurance Yes, Virginia, There Are BAs in Agile Lightning Cast: Failure to Launch (a new product) MBA202: Business Value Analysis MBA201: Tips From an Accidental Product Owner MBA200: Take Action! The Best Advice from Over 200 Episodes MBA199: The Future of the BA Profession MBA198: DevOps – What it Means for BAs MBA197: Making Change Fun MBA196: Customer Journey Treasure Hunting MBA195: Example Mapping MBA194: Start Your Project Off Right MBA193: About Your Career Lightning Cast: Story Estimation – What’s the Point? Lightning Cast: Requirements Rot MBA192: The Blight of Product Debt Lightning Cast: The Power to Get Things Done MBA191: Use Cases in Agile Lightning Cast: AI – Can you be replaced by a machine? MBA190: Business Data Analytics Lightning Cast: You Are a Facilitator MBA189: Adventures in Product Ownership Lightning Cast: Simplified Value Stream Mapping MBA188: The Four Ps of Product Ownership Lightning Cast: Product Debt MBA187: Transitioning to a Scrum Master Role Lightning Cast: Business Agility MBA186: Exploring Product Ownership Lightning Cast: Don’t Throw it Over the Wall MBA185: Business Analysis in Agile Lightning Cast: Non-Functional Requirements in Agile MBA184: Discover What Customers Want with JTBD Lightning Cast: We Are the Business MBA183: The BA Role on a Scrum Team MBA182: BA in the Service Industry Lightning Cast: Death, Taxes, and Missed Requirements MBA181: The Three BA Archetypes MBA180: Socratic Questioning Lightning Cast: BA Performance Goals MBA179: The Power of Prototyping MBA178: Career Options for BAs MBA177: Product Backlog Refinement MBA176: Predictions for 2019 Lightning Cast: A Visit From the Business Analyst MBA175: Product Management is the New Business Analysis – Part 2 MBA174: Product Management is the New Business Analysis MBA173: Avoiding the Build Trap MBA172: Decide Smarter Faster with Kupe Kupersmith MBA171: Your Questions Answered – Listener Mailbag MBA170: Persuasion – Get Buy-In for Your Ideas Lightning Cast: Big Design Up Front MBA169: Digital Business Analyst Competencies MBA168: Exploring the BA Career Path MBA167: The Power of Storytelling MBA166: Mastering the Art of Feedback Special Message MBA165: Remembering Jerry Weinberg Lightning Cast: Think as a Customer MBA164: The Agile Analysis Certification MBA163: Lean Six Sigma – What You Should Know Lightning Cast: Moving to a BA Role MBA162: The Business Analyst Role and its Real Value MBA161: Evolution of the BA Role Lightning Cast: Dude’s Law MBA160: The Art of Better Business Requirements Lightning Cast: Business Agility MBA159: Experiment Driven Development MBA158: Agile Requirements MBA157: The Importance of Good Data Analysis Lightning Cast: Symptoms of Success MBA156: The Power of Mentoring MBA155: Hiring BAs and PMs MBA154: Change Leadership Lightning Cast: BA on a Scrum Team MBA153: Trends in Business Analysis Lightning Cast: Powerful Questions MBA152: Finding the Right Project Lightning Cast: Order your Backlog MBA151: Your Consulting Practice – with Karl Wiegers Lightning Cast: Which Communications Channel Should You Use? MBA150: A High Five for Business Analysts Lightning Cast: Common Issues Facing Business Analysts Today MBA149: The Power of EQ Lightning Cast: The Business Alchemist MBA148: 7 Keys to Succeeding with Agile Lightning Cast: Trust – The One Thing that Changes Everything MBA147: The Business Agility Manifesto MBA146: The Full Stack Business Analyst MBA145: Predictions for 2018 Lightning Cast: Confessions of a Recovering Perfectionist MBA144: The 12 Days of the Project Lightning Cast: Stepping Up to Product Ownership MBA143: Imposter Syndrome – Banishing Your Inner Critic Lightn

    25 min

  6. 27/08/2021

    Corkscrew Thinking

    In this episode, Clarke Ching shares an innovative problem solving approach to help us solve tricky problems. Show Notes We’re often called upon to apply our problem solving skills and help organizations make better decisions.  The challenge is when we face really tricky problems.  To solve these, we need an innovating problem solving approach. Corkscrew thinking is about how to come up with clever ideas when you’re facing what seems like an impossible situation. This approach helps you to be creative and wander around to figure things out.  You’re trying to invent something or discover something new.  If you’re facing two choices and they conflict or directly oppose each other, corkscrew thinking can help you discover new solutions. When we make decisions, we often make out a pros and cons list.  What we’re trying to do with corkscrew thinking is to get the best of both options while eliminating the negative aspects.  Start with the two options that are in conflict and figure out what to get the benefits out of each of those options and then solve a different problem, which is to come up with new options. It allows you to get a better solution than the options you started with. One way of envisioning corkscrew thinking is to imagine that you’re holding two choices or options, one in each hand.  Next, think about the benefits of each option and stack those on each shoulder.  These are the requirements or the positive outcomes that each choice will help you to achieve. Now imagine the higher purpose that you’re trying to achieve related to these two options.  Imagine this overall mission on top of your head. Finally, consider the benefits on your shoulders and the higher purpose above your head and search for options that combine the benefits of both while serving your higher purpose. This exercise can best be done with a quick drawing or sticky notes. Listen to the full episode to understand how to apply corkscrew thinking to solve your tricky problems. HOMEWORKStart noticing when you have a dilemma and are torn between two choices.Every hour we’re faced with dozens of decisions and often we’re not actually making choices because we’re stuck with a dilemma and we don’t even notice it.Just start to notice when you’re torn between two options and then write them down and write the pros and cons. Then ask yourself how to get all of the pros / benefits. Links Mentioned in This Episode Connect with Clarke on LinkedInCorkscrew Solutions – Clarke’s book on Amazon Clarke Ching Clarke has been powered by the Theory of Constraints for over 20 years and Agile since 2003.  He wrote Rolling Rocks Downhill (the Agile business novel that never mentions Agile) and The Bottleneck Rules (which was featured in The Guardian newspaper, and was briefly the #2 best-selling leadership book on Amazon.com, just behind Steven Covey). Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. The post MBA224: Corkscrew Thinking appeared first on Mastering Business Analysis.

    22 min

  7. 28/07/2021

    The Human Work Machine

    David Mantica discusses the brain science behind some of the challenges knowledge workers face and helps you shift your mindset to enable you to thrive in a complex and chaotic environment. Show Notes As knowledge workers, we rely on our brains and relationships to get things done. That’s where some of the challenges lie. The hard skills of business analysis, project management, and product ownership are relatively easy to learn. But the soft skills . . . that’s the real challenge. It’s amazing how little education knowledge workers get about how our brain impacts our ability to be successful. Our brains operate for two things; survival and efficiency. That efficiency word is very scary when it comes to complex cognition. The survival aspect can be even more difficult because it ties back into the physical survival mechanisms of our body, because we really haven’t evolved yet to understand that we are an apex predator. A lot of the initial reactions that our brain drives in our system is protecting us from a physical perspective when fear occurs. So the manifestation of fear around losing your job becomes a physical manifestation similar to being chased by a saber tooth tiger. You lose a lot of the power of cognition in that. The first step is not so much getting into the details of communication skills and emotional intelligence. It’s getting a better understanding of the fundamental workings of our brain and how you have to combat that to be healthy and to be able to thrive in constant change. Cognitive DistortionsOne thing we do a very poor job of is feeding our brain to operate with high level of cognition over an extended period of time. Since our brain wants to be efficient, it will process and gather information and look at the information using its stereotypical heuristic patterns it’s used to. This is why you see yourself having a tendency to try to solve the same problem using the same tools and getting frustrated. You’re not realizing that you have to force yourself to think deeply about a problem to get your brain processing at the cerebral cortex level and to get into something called deep literacy. And then on top of all that, it’s our society’s goal to pound this with sound bytes of information so that we’re always operating on that system. That’s important for us because the first technique you need to be thinking about is when analyzing a complex future state situation, taking a step back and doing some deep thinking and try to push away the emotional stimulus that’s around you to get your cognition going; it’s critically important because it doesn’t naturally occur. We’re bombarded with data all the time and our brains want to operate efficiently, so we ignore a lot of the data that we see in our daily lives. That can lead to snap judgments and unconscious biases, leading us to thinking down the wrong path. One such cognitive distortion is confirmation bias. It’s a tendency that we look for things that agree with what we’re thinking about and block the things that don’t agree with what we’re thinking about. It’s a preservation technique, it’s an efficiency technique, and it drives a lot of failure in the workplace. This can also lead to tensions in working relationships. Another common cognitive distortion is loss regret. The concept of the loss regret is that I would rather do nothing and not have to lose then do something and have the potential to lose, even though when I do something there’s a chance I could win. That fear of change is so scary for the brain because it wants efficiency and it wants survival. It’s going to force us to try to stay in the status quo. That’s why we all have that tendency to stay in our bubble and we don’t take certain risks. These cognitive distortions and others affect how you interact with stakeholders and could be at the root of some of the challenges you face. The Stress ResponseWhen faced with a stressful situation, our bodies release chemicals that often lead us to a freeze, fight or flight response. Our evolutionary biology predisposes us for pessimism, and that pessimism drives all of those cognitive distortions. But that pessimism also drives a lot of the emotional distortions and the emotional distortions we fear. Fear centers around two things; one is the limbic system of our brain processing that information, using the concept of the physical survival mechanism. Our bodies release adrenaline and cortisol; both are great for muscles and running fast and getting your heart pumping so you can really handle something. But it’s horrible for cognition. It makes cognition more difficult. That pessimism also leads to negative self talk, which fuels a lot of the emotional distortions that become physical. These situations can trigger a vicious cycle where get the stress response, you can’t think or behave properly, and then you do poor work. As a result, your boss yells at you and creates this cycle over again, creating a downward spiral. Understanding the human work machine and the how our brain operates will help us to better deal with the emotional and cognitive distortions. Addressing the DistortionsThe first thing you can do to address the impacts on these cognitive and emotional distortions is to do an analysis of your mindset by taking a step back and asking yourself “What are those things that you believe? What do you believe about work? What do you believe about people?” From that, you can see how those beliefs would manifest itself in the behaviors and actions which then would start building up the stress response. Better understanding the mindsets that drive behaviors and actions is key to effectively dealing with the distortions we all experience. In addition, we need to look at yourself to be more aware of what you’re feeling and where those emotions are coming from. This also helps you get a handle on your self talk.Meditation is also a powerful tool to be able to teach your brain to slow down and not be as reactive. Pause, take a deep breath, relax yourself, clear your mind for a moment and picture what you’re trying to do and the intended outcomes. Simply pausing for a second and mentally shifting your mindset or stance to curiosity changes your behavior. Listen to the full episode to get David’s tips on how to make the mindset shift to better adapt to challenges. YOUR HOMEWORKFirst, learn more about deep literacy. After that, set aside time in your schedule to think.Perhaps you’re going to think about the complex relationship that you’re trying to deal with, or think about a specific problem at work they haven’t quite been able to solve.Take half an hour and dig into it deeply so you can start pushing your brain to start getting into that deeper thinking process more readily. You may find that you’re more tired because this type of thinking is draining, so you have to start researching and learning about how you get the right nutrition for your brain. Links Mentioned in This Episode SoftEd.comThe Better Work Project PodcastHead Strong – a book on brain energy and thinking faster David Mantica David Mantica believes leaders should be servants to their organizations and people.  He is the Vice President and General Manager at SoftEd, a consultancy that offers advisory and education services to help organizations discover new ways of working for better business outcomes.  David is a frequent speaker on Project Management, Business Analysis, and leadership. Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. TrendingMBA005: Interview with Len Lagestee – How can a BA deliver value to an Agile Team? MBA142: Lean Startup for the Enterprise MBA036: Psychology of Leadership – Interview with Cillín Hearns MBA011: Make Your Waterfall Projects More Agile MBA157: The Importance of Good Data Analysis The post MBA223: The Human Work Machine appeared first on Mastering Business Analysis.

    28 min

  8. 15/06/2021

    Testing Your Business Ideas

    David Bland discusses the importance of testing your business ideas and shares ways to dramatically reduce the risk and increase the likelihood of success for your product, initiative, or project. Show Notes Studies show that 7 out of 10 products fail to deliver on expectations.  We often fall into the trap of moving forward with a project, product, or business idea without first validating it.  This results in wasted time and money from solutions that don’t have a good market fit or aren’t solving the right problem. The most expensive way to find out if you’re right or wrong is to build the whole thing. David Bland The Three Lenses When testing your idea to reduce risk, look at the solution through three lenses; desirability, feasibility, and viability. Desirability implies that customers want your solution.  Feasibility means that we can build and support the solution.  This is isn’t just technical feasibility; we also look need to look at overall regulatory, policy, and governance that would prevent you from making your solution a success. While customers may want your solution (desirable) and you can build it (feasibility), perhaps there’s not enough of a market for it or people won’t pay enough for it.  This is viability. We want to unpack our risk and then test our way through it, going from no evidence to some evidence and then from some evidence to strong evidence that we’re on the right path. Process to Validate Your Idea If you have an idea that you want to validate, start by understanding the higher level risks.  Who’s your customer?  What’s your value proposition?  What’s your revenue model and the cost it’s going to take to do this? This information helps you map out desirability and viability.  Then work to understand the big activities you need to do, the resources you need to have, and anything else related to feasibility. A business model canvas may help you to understand the things that have to be true for your idea to succeed.  From there, you can identify the things that have to be true that you have no evidence to support.  You can then select experiments that would help generate evidence about those things. Listen to the full episode to understand how to sequence your experiments, discover simple yet effective ways to test your business ideas before spending a lot of time and money, and more. YOUR HOMEWORKQuite often, the biggest risk is desirability. Look for observable evidence that there are more people than just you or friends or family that have the problem you’re trying to solve with your project or product. Learn firsthand whether or not there’s a market for what you want to do.Find out if it is a problem that’s big enough to actually build something for before you spend a lot of time and money. The observable evidence in this scenario would be people searching for something.Google could show search trend analysis could help show how big of a problem you’re solving. Are people searching for it regularly? Is it seasonal? How many people are searching for it? Was a search volume look like weather related terms or to specific regions in the world where it’s popular? Links Mentioned in This Episode David’s website DavidJBland.comPrecoil – David’s companyDavid’s Book – Testing Business Ideas David J. Bland David Bland is the founder of Precoil, an organization that helps companies find product market fit using lean startup, design thinking and business model innovation. David has helped validate new products and businesses at companies such as GE, Toyota, Adobe, HP, Behr and more. David has also written several books and is the co-author of Testing Business Ideas: A Field Guide for Rapid Experimentation. Latest Episodes MBA228: Software Development Pearls MBA227: The Minimum Viable Business MBALC: Elon Musk’s 5-Step Design Process MBA226: The FOCCCUS Formula MBA225: The Value of Business Models MBA224: Corkscrew Thinking MBA223: The Human Work Machine MBA222: Testing Your Business Ideas MBA221: Systems Thinking and Business Agility MBA220: Thoughtless Design with Karl Wiegers MBA219: How To Be an Agile Business Analyst BA Toolbox – A3 Report MBA218: Customer-Centric Transformation Lightning Cast: Agile Planning MBA217: Objectives and Key Results Lightning Cast: POWER Start for Your Meetings MBA216: Outcome Based Change Lightning Cast: Resistance to Change MBA215: The Challenges with Leading in Product Management MBA214: The BA Success Path MBA213: Applying Theory of Constraints MBA212: Transforming Your Work with Modern Agile MBA211: Adaptive Leadership MBA210: Vital Communication MBA209: Visual Thinking MBA208: Facilitative Leadership MBA207: Bad Behaviors in the Workplace MBA206: Succeeding with Analytics Lightning Cast: BA Goals Revisited MBA205: Beyond Data Literacy MBA204: Top Skills for 2020 MBA203: Career Insurance Yes, Virginia, There Are BAs in Agile Lightning Cast: Failure to Launch (a new product) MBA202: Business Value Analysis MBA201: Tips From an Accidental Product Owner MBA200: Take Action! The Best Advice from Over 200 Episodes MBA199: The Future of the BA Profession MBA198: DevOps – What it Means for BAs MBA197: Making Change Fun MBA196: Customer Journey Treasure Hunting MBA195: Example Mapping MBA194: Start Your Project Off Right MBA193: About Your Career Lightning Cast: Story Estimation – What’s the Point? Lightning Cast: Requirements Rot MBA192: The Blight of Product Debt Lightning Cast: The Power to Get Things Done MBA191: Use Cases in Agile Lightning Cast: AI – Can you be replaced by a machine? MBA190: Business Data Analytics Lightning Cast: You Are a Facilitator MBA189: Adventures in Product Ownership Lightning Cast: Simplified Value Stream Mapping MBA188: The Four Ps of Product Ownership Lightning Cast: Product Debt MBA187: Transitioning to a Scrum Master Role Lightning Cast: Business Agility MBA186: Exploring Product Ownership Lightning Cast: Don’t Throw it Over the Wall MBA185: Business Analysis in Agile Lightning Cast: Non-Functional Requirements in Agile MBA184: Discover What Customers Want with JTBD Lightning Cast: We Are the Business MBA183: The BA Role on a Scrum Team MBA182: BA in the Service Industry Lightning Cast: Death, Taxes, and Missed Requirements MBA181: The Three BA Archetypes MBA180: Socratic Questioning Lightning Cast: BA Performance Goals MBA179: The Power of Prototyping MBA178: Career Options for BAs MBA177: Product Backlog Refinement MBA176: Predictions for 2019 Lightning Cast: A Visit From the Business Analyst MBA175: Product Management is the New Business Analysis – Part 2 MBA174: Product Management is the New Business Analysis MBA173: Avoiding the Build Trap MBA172: Decide Smarter Faster with Kupe Kupersmith MBA171: Your Questions Answered – Listener Mailbag MBA170: Persuasion – Get Buy-In for Your Ideas Lightning Cast: Big Design Up Front MBA169: Digital Business Analyst Competencies MBA168: Exploring the BA Career Path MBA167: The Power of Storytelling MBA166: Mastering the Art of Feedback Special Message MBA165: Remembering Jerry Weinberg Lightning Cast: Think as a Customer MBA164: The Agile Analysis Certification MBA163: Lean Six Sigma – What You Should Know Lightning Cast: Moving to a BA Role MBA162: The Business Analyst Role and its Real Value MBA161: Evolution of the BA Role Lightning Cast: Dude’s Law MBA160: The Art of Better Business Requirements Lightning Cast: Business Agility MBA159: Experiment Driven Development MBA158: Agile Requirements MBA157: The Importance of Good Data Analysis Lightning Cast: Symptoms of Success MBA156: The Power of Mentoring MBA155: Hiring BAs and PMs MBA154: Change Leadership Lightning Cast: BA on a Scrum Team MBA153: Trends in Business Analysis Lightning Cast: Powerful Questions MBA152: Finding the Right Project Lightning Cast: Order your Backlog MBA151: Your Consulting Practice – with Karl Wiegers Lightning Cast: Which Communications Channel Should You Use? MBA150: A High Five for Business Analysts Lightning Cast: Common Issues Facing Business Analysts Today MBA149: The Power of EQ Lightning Cast: The Business Alchemist MBA148: 7 Keys to Succeeding with Agile Lightning Cast: Trust – The One Thing that Changes Everything MBA147: The Business Agility Manifesto MBA146: The Full Stack Business Analyst MBA145: Predictions for 2018 Lightning Cast: Confessions of a Recovering Perfectionist MBA144: The 12 Days of the Project Lightning Cast: Stepping Up to Product Ownership MBA143: Imposter Syndrome – Banishing Your Inner Critic Lightning Cast: Root Cause Analysis Lightning Cast: Using Competency Models MBA142: Lean Startup for the Enterprise MBA141: Digital Transformation – What is Means for BAs MBA140: Improve Influence with NLP Lightning Cast: Better Communication Using the DiSC Model MBA139: Thin Slicing Problem Analysis Lightning Cast: The Many Uses of a SIPOC MBA138: Building a Believable Business Case Lightning Cast: Stay in Your Lane MBA137: Challenges with User Stories – with Mike Cohn MBA136: What the IIBA Can Do for You – Part2 MBA135: What the IIBA Can Do for You Lightning Cast: Flip the Script in Your Job Search MBA134: Distinguishing Yourself in Your Career Lightning Cast: Brainstorming – You’re Doing It Wrong! MBA133: What BAs Need to Know About Agile Lightning Cast: Requirements Quality MBA132: Next Generation Competencies Lightning Cast: The Agile Business Analyst Mindset MBA131: Interviewing for a Business Analyst Position Lightning Cast: The Business Analyst Career Path MBA130: Exploring Requirements with Jerry Weinberg MBA129: Real Life Agile, UX, and Design Thinking MBA128: Where Should the Business Analyst R

    26 min
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About

Your key to advancing your career as a Business Analyst and beyond

Information

  • Creator
    Dave Saboe, CBAP, PMP, CSM | Certified Business Analysis Professional | Agile Coach
  • Years Active
    2015 - 2021
  • Episodes
    275
  • Rating
    Clean
  • Copyright
    © MasterClass 247 LLC
  • Show Website
    Mastering Business Analysis

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