Rita Mulcahy's Original Exam Prep ™

Business Analysis



Leadership and decision making are at every level of the organization. We project professionals often find ourselves in a tough spot when we have to make decisions and rely on our leadership skills to get us to the finish line.

We’re expected to be well informed, resilient, on our feet and always look one step ahead. It’s pretty much a balancing act when we juggle our data and processes while using our skills. But like any performer we have to practice ahead of time.

Our decision making agility is being tested on a daily basis, when do we rely on data and AI? Do we implement new processes? Do we go with our gut feeling or not? To top it all off, we’re not alone, but work in an internal and external environment that we have to understand in order to navigate.

We’re always asking ourselves if we made the right decision and the answer in most cases is that we did the best we could at that time, given the information we had, the time constraints, resource constraints etc. But we have so many great techniques and tactics at our finger tips to help us with our decision making and better connecting us to decision making processes in the organizations.

BBC highlights: What kind of Business Analyst are you?

I was fortunate to attend and present at the Building Business Capability Conference (BBC) last month in Orlando, Florida. Just like every past year, the best part of the conference for me is getting together with old friends and meeting new business analysis professionals who are enthusiastic about improving their organizations.  This conference has continued to grow every year with many new categories of track sessions. I attended some great sessions from the Fast Forward track, topics like robotics, artificial intelligence, and ideas for new organizational structures for the changing world. I also enjoyed modeling, elicitation, and analysis sessions picking up tips on improving basic business analysis tasks.

RMC Spotlight: An Inside Look at the IIBA®’s New Certification Program

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In 2006, The International Institute of Business Analysis™ (IIBA®) created the Certified Business Analysis Professional™ (CBAP®) and in 2011 added the Certificate of Competency in Business Analysis™ (CCBA®). As of September 2016, this two-tier system has been replaced by a more comprehensive four level, competency-based certification program for business analysis professionals. This whitepaper breaks down each of the four levels by focusing on what you need to know.

The PMI-PBA® – Is This Credential Right for Me?

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Curious about the PMI-PBA® certification or considering getting this certification? Download the questions and answers discussed during our 1-hour webinar, The Project Manager & Business Analyst Exchange: The PMI-PBA® – Is This Credential Right for Me?

PMI’s new Business Analysis Certification (PMI-PBA)® Domains

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What to expect for the Needs Assessment, Planning, Analysis, Traceability, and Monitoring, and Evaluation Domains. This article is a compilation of a series of blog posts, found on Converging 360, written by Barbara Carkenord throughout the writing of the publication PMI-PBA Exam Prep Guide.

QuickGuide to Requirements Types

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This two page reference describes the industry standard requirement types (as defined in BABOK® GuideandPMBOK® Guide). It also describes how to use each type for current (as-is) and future (to-be) state analysis.

The New PMI-PBA® Designation

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If you are responsible for requirements on your projects you should consider getting formal recognition for that work. PMI is now offering a new certification for business analysis.

RMC Scoping Checklist

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Getting agreement about the scope of a project and its solution is difficult. This 80 question checklist will allow you to quickly assess your solution’s complexity and the extent of analysis which has already been completed for the solution.

Tailoring Scope by Project

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Maybe we cannot have just one model or standard set of definitions for all types of projects. As the project management discipline matures, we have discovered that different types of projects require different management. This whitepaper recommends that scoping should be tailored to the type of project and product being undertaken, rather than trying to design a standard scope statement or statement of work (SOW) for all projects.