TopPodcast.com
Menu
  • Home
  • Top Charts
  • Top Networks
  • Top Apps
  • Top Independents
  • Top Podfluencers
  • Top Picks
    • Top Business Podcasts
    • Top True Crime Podcasts
    • Top Finance Podcasts
    • Top Comedy Podcasts
    • Top Music Podcasts
    • Top Womens Podcasts
    • Top Kids Podcasts
    • Top Sports Podcasts
    • Top News Podcasts
    • Top Tech Podcasts
    • Top Crypto Podcasts
    • Top Entrepreneurial Podcasts
    • Top Fantasy Sports Podcasts
    • Top Political Podcasts
    • Top Science Podcasts
    • Top Self Help Podcasts
    • Top Sports Betting Podcasts
    • Top Stocks Podcasts
  • Podcast News
  • About Us
  • Podcast Advertising
  • Contact
Not in our directory?
Add Show Here
Podcast Equipment
Center

toppodcastlogoOur TOPPODCAST Picks

  • Comedy
  • Crypto
  • Sports
  • News
  • Politics
  • True Crime
  • Business
  • Finance

Follow Us

toppodcastlogoStay Connected

    View Top 200 Chart
    Back to Rankings Page
    Education

    Mastering Business Analysis

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

    Advertise

    Copyright: © MasterClass 247 LLC

    • Apple Podcasts
    • Google Play
    • Spotify

    Latest Episodes:
    MBA179: The Power of Prototyping Jan 29, 2019
    Show notes

    In this episode, Jennifer Kalz helps you to use prototypes effectively and create the right solutions for your customers.

    

    After listening to this episode, you'll understand:

    • Why you should use prototypes as part of requirements discovery
    • How to create the right level of prototype
    • How to identify your Minimum Viable Product (MVP)
    • What to do after you create a prototype

    SHOW NOTES

    The biggest challenges with requirements discovery are creating a common understanding and trying to ensure we’re building the right thing. Prototyping is a powerful tool that can address both of these challenges.

    A prototype can be anything from a whiteboard drawing to a pixel-perfect, partially functioning model. The key is to understand why you’re creating the prototype and who the audience is.

    In general, you want to start with the simpliest form of prototype, typically a paper or whiteboard drawing, and increase the level of fidelity if needed. You may iterate through drawings to wireframes to mock-ups.

    Just remember to stop prototyping once you have the answer that you built the prorotype to address. When you have what you need, stop prototyping and start building the real product.

    Listen to the full episode to understand how to get results from prototyping and the common tools you can use.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBA179.mp3

    YOUR HOMEWORK

    Find a question or risk that can be addressed through prototyping and create the simplest prototype that will help you answer your question.

    Once you’ve answered the question, stop prototyping and move on.

    Links mentioned in this episode:

    • Skyline Technologies Website

    Jen Kalz

    Jen Kalz

    Managing Consultant at Skyline

    Jen Kalz is a Managing Consultant for Business Analysts, Quality Analysts, and Scrum Masters as well as an internal and external Agile Coach at Skyline, a consulting services organization based out of the Midwest. She holds several certifications including: Certified Business Analysis Profession (CBAP), Certified Usability Analyst (CUA), Certified Scrum Master (CSM) and Professional Scrum Master (PSM) along with training as a Six Sigma Green Belt.

    She has over 15 years of project, product, coaching and agile transformation experience in multiple industries.

    • X
    • LinkedIn

    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.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post MBA179: The Power of Prototyping appeared first on Mastering Business Analysis.


    MBA178: Career Options for BAs Jan 22, 2019
    Show notes

    In this episode, we look at LinkedIn’s Most Promising Jobs for 2019 and discuss how the skills of Business Analysts are key to success in many of the roles.

    

    After listening to this episode, you'll understand:

    • How certain skills are transferrable to other roles
    • Why business analysis is such an in-demand skill
    • What hard and soft skills will help you advance your career

    SHOW NOTES

    LinkedIn recently came out with its list of most promising jobs for 2019 and while the role of Business Analyst was not featured, the skill of business analysis was key to many of the jobs on the list.

    Business Analysis was also features as #16 on LinkedIn’s list of skills companies need most in 2019.

    These lists show the power and importance of business analysis and could give you insight into options if you’re looking to make a career move.

    Honorable Mention

    To determine their list of the 15 most promising jobs, LinkedIn reviewed data on job listings, salaries, member profiles and other metrics. They them assigned each job a weighted score based on five areas: salary, advancement potential, year-over-year growth projections, the number of openings in the U.S., and regional availability of jobs.

    There were a few jobs on their list that didn’t specifically mention the skill of business analysis, but we can apply our skills and knowledge to excel in the role.

    Data Scientist was listed at #1 and included required skills such as data mining and data analysis. We discussed Data Analysis in episode 157 and while data science requires different skills and knowledge, this may be an option of you’re willing to learn and expand some of your skills.

    The roles of Product Designer (#4), Product Owner (#5), and Product Manager (#14) were also listed and surprisingly did not include the skill of business analysis. Instead, the article listed skills such as cross-functional team leadership, User Experience (UX), produce development, business analytics, process improvement, and Agile.

    In past episodes, we’ve discussed product ownership and product management and how those roles are related to business analysis. I think these roles are ideally suited for some Business Analysts looking to expand their skills and have a greater impact across their organizations.

    Top Jobs Requiring Business Analysis Skills

    LinkedIn’s article lists four jobs out of 15 that require business analysis skills. Those four jobs are: Engagement Manager, Information Technology Lead, Scrum Master, and Solutions Consultant.

    As an engagement manager (#7 on the list), you’ll help external customers focus on their goals and drive the solution implementation towards a successful, on-time implementation. You’ll provide technical and functional expertise during the implementation process.

    According to LinkedIn, an Engagement Manager’s year-over-year growth is 43% and it received a career advancement score of 9 out of 10.

    The Engagement Manager role requires skills such as Program Management, process improvement, and relationship management in addition to business analysis.

    For the Information Technology Lead role (#9), you’ll lead a team of software engineers and others in executing a strategic technology roadmap to create the right business outcomes. This job gets an 8 out of 10 for career advancement and has year-over-year growth of 141%.

    To be successful as an Information Technology Lead, you’ll need technical knowledge, process improvement, and troubleshooting skills in addition to business analysis.

    One surprise on LinkedIn’s list is that the role of Scrum Master includes the skill of business analysis. The Scrum Master is the coach for a Scrum Team and in that role, they facilitate, teach, coach, and mentor others. They’re an organizational change agent and work to ensure the team balances speed of delivery with quality and customer value.

    The Scrum Master role (#10 on the list) gets a career advancement score of 8 out of 10 and has year-over-year growth of 67%.

    In addition to business analysis, being a Scrum Master requires knowledge and skills in Agile (specifically Scrum), software development, and the software development lifecycle.

    The final job on LinkedIn’s list that specifically calls out business analysis as a required skill is Solutions Consultant (#13). A Solutions Consultant partners with sales and business consultants to design products and solutions to meet customer needs. They provide options and understand the feasibility of different solutions so that they can influence the right choices. They may also help shape the product roadmap.

    This job gets a career advancement score of 8 out of 10 and year-over-year growth of 73%.

    Being a Solutions Consultant may require special skills in addition to business analysis including knowledge of cloud computing, software-as-a-service, enterprise software, and customer relationship management.

    LinkedIn’s list of most promising jobs in 2019 shows that the skill of business analysis and related skills are transferable to other roles an can help you to take you career to the next level or along a different path.

    Listen to the full episode to understand how to leverage your skills and find out what other hard and soft skills you need to advance your career.

    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.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post MBA178: Career Options for BAs appeared first on Mastering Business Analysis.


    MBA177: Product Backlog Refinement Jan 08, 2019
    Show notes

    Product Backlog Refinement (grooming) is a key activity for any Agile team. In this episode, I share some tips and recommendations for successful refinement sessions.

    

    After listening to this episode, you'll understand:

    • Why product backlog refinement is a key activity for success
    • The benefits of slicing work into smaller chunks
    • Why you shouldn’t refine your entire backlog
    • What is means for a backlog item to be ready

    SHOW NOTES

    A healthy backlog is critical to an Agile team. Without it, the team will experience confusion and delays as they struggle to undertake large initiatives with unclear goals. To create a healthy backlog, teams can undertake an activity known as Product Backlog Refinement.

    During refinement, the team works together to break large items (such as epics) into smaller components and develops a shared understanding of the backlog item.

    Once an item is added to your team’s Product Backlog, it should be prioritized. Prioritization helps the team to focus their refinement efforts on the nearer term, higher priority items. If we focus on items farther down on the backlog, it’s likely that it will be wasted effort since those items are likely to change.

    During refinement, larger items are sliced to create better clarity and transparency into progress. It’s important that when we slice backlog items, we create vertical slices through the various layers of the technical stack. This allows the team to learn faster and uncover issues sooner. It also accelerates the delivery of future slices.

    You’ll also refine and clarify acceptance criteria, identify dependencies, and develop a shared understanding of the backlog item during refinement.

    Most teams also size the backlog items during refinement. Estimating backlog items helps the team to understand if items are right-sized and creates another opportunity for developing a shared understanding.

    As an output of Product Backlog refinement, you should have a number of ready items. Ready implies that the backlog item is small enough, well understood, and the team is comfortable starting work on that item. Ready means that the backlog item can be planned for a future sprint (for Scrum teams).

    Many teams create and use a Definition of Ready to identify the criteria that should be true for a backlog item to be considered ready.

    Listen to the full episode to get all of the recommendations for backlog refinement, learn more about the Definition of Ready, and to find out what you shouldn’t do.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBA177.mp3

    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.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post MBA177: Product Backlog Refinement appeared first on Mastering Business Analysis.


    MBA176: Predictions for 2019 Jan 01, 2019
    Show notes

    In this episode, three industry thought leaders and I share our predictions for 2019 and help you understand what you can do to be successful in the new year.

    Adrian Reed

    Adrian Reed | Blackmetric Business Solutions

    Prediction: We live in a fast moving, unpredictable world. As such, we’ll need to continue looking not only internally at out projects, but also using the many techniques in our toolbox to look externally to spot trends. We’ll also need to ensure our projects are aligned to organizational strategy and what’s happening in the external business environment. To do this successfully, we’ll need to shift left and get involved in pre-project strategy.

    We’ll continue to recognize that there isn’t a single, prefect BA role to which we should all aspire. It’s likely that in 2918 we’ll see more flavors of business analysis emerge. This will require us to become more T-shaped and borrow ideas from other disciplines. We need to constantly look for opportunities to update and enhance our skills.

    The world needs critical thinking now more than ever. Business Analysts are in a position to provide a lot of value to their organizations in this capacity. We need to continue to talk about and influence the use of business analysis skills so that we can get the opportunity to step up even further and provide the critical, analytical thinking skills to our organizations.

    Lora McCoy

    Lora McCoy | LMc3 Consulting

    Prediction: With the importance of data and the emergence of the field of data analytics, the confusion between data analysis and data analytics is going to increase. Job descriptions will be unclear about these roles and it will take a while to sort out the differences between the two roles.

    Agile will continue to grow rapidly and with it, some of the challenges organizations face while adopting Agile will highlight the need for different tools and approaches. The role of the Business Analyst in Agile will become clearer as will the value that they bring.

    The career path of the Business Analyst will slowly start to solidify. Organizations will further recognize the value in IIBA certifications, which will lend credibility to the role and support the BA career path. With this change, more organizations will engage Business Analysts as internal consultants.

    Heather Mylan-Mains

    Heather Mylan-Mains | President of BAs Without Borders

    Prediction: We’ll see an evolution in the BA role as we move past the perception of order takers. Work will become much more collaborative and BAs will apply facilitation, collaboration, and critical thinking skills to benefit their organizations.

    We’ll also see more of a focus on customers. Analysts will need to understand their customers in a way they never have before. The need for BAs who can think like a customer will increase and we’ll need to use new tools and approaches to be successful. Listening, empathy, and product ownership will become more and more important as we shift to focus on our customers.

    Here are my predictions for 2019:

    There will be a greater need and focus on solving the right problem with the right solution. I expect to see a bluring between product and business analysis.

    To be successful, we need to have a greater customer-centric focus, apply tools and techniques to help us better understand our customers, and apply an experimentation mindset to ensure we create solutions our customers want and will love.

    Listen to the full episode to hear how close I was with my 2018 predictions, learn more about our 2019 predictions, and what you can do to be successful in the future.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBA176.mp3

    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.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post MBA176: Predictions for 2019 appeared first on Mastering Business Analysis.


    Lightning Cast: A Visit From the Business Analyst Dec 25, 2018
    Show notes

    In this poem adapted from Clement Clark Moore’s “A Visit from St. Nicholas”, we get the Business Analyst version and find out what happens when the BA visits a struggling project team.

    

    A Visit From the Business Analyst

    ‘Twas the night before planning and all across the floor
    People were in a panic; the sponsor, stakeholders, and more.

    The team was certainly trying their best
    While secretly hoping to get out of this mess.

    The developers at their computers, not sure what to do
    Because the vision was lacking – no one had a clue.

    The product owner was sitting, with palm against face.
    Nothing made sense; not even the business case.

    When out from the conference room there rose so much chatter
    I looked up from my iPhone to see what was the matter.

    Up from my seat to the conference room I flew
    And peered in the window to see what I can view.

    The reflection from the whiteboard lit up faces and feet
    While attendees were sitting at the edge of their seat.

    And to whom were attendees all shouting hooray?
    It was none other than our friend the BA.

    With facilitation so engaging and the way he behaved
    I knew in a moment that our project was saved.

    More rapid than eagles the diagrams he drew
    To get better context and collaborate too.

    Now process flows, scenarios, context diagrams, and rules
    On whiteboards, on post-its, Visio and other tools.

    Up from their seats and out to the hall
    Now together in small teams, dash away all.

    As ideas they strike when you’re in the shower,
    When inspiration hits, you waste not an hour.

    So out from the conference room attendees they flew
    With a few great ideas and the analyst too.

    And then at their desks they collaborated more.
    The goal was now clear there was a buzz ‘cross the floor.

    As I spun around, turning my head
    Past flew the business analyst with markers of red.

    He was dressed in a suit, how smart he did look;
    Carrying a laptop and markers and a leather notebook.

    A stack of post-its he held in his hands.
    He was a rock star with plenty of fans.

    His eyes how they twinkled giving an inspiring talk.
    His movements were confident from his stance to his walk.

    His words like a song the lyrics we all know.
    His network was vast, not one was a foe.

    The way his mind worked, he knew what to do;
    He saw the big picture, and details too.

    I went to shake his hand for all he had done;
    He just cocked his head saying “To me this is fun”.

    He had a smile on his face and a grip of my hand.
    I smiled when I met him; we can go on as planned.

    With a shared understanding and the goal so clear,
    Soon gave me to know I had nothing to fear.

    He wasted not a word but cut right to the chase;
    He helped adjust the backlog and cheers filled the place.

    I asked him candidly “how’d you pull off such a feat?”
    He answered quite simply “it’s easy – I cheat”.

    “When people collaborate and work well together
    We accomplish our goals. Alone? No, never.”

    But I heard him exclaim as he walked out of sight
    Let’s change projects for good . . . and to all a good night.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBALC026.mp3

    Thank you for listening to the show. Merry Christmas and happy holidays however you celebrate. I wish you, your family, and your organization a joyful and prosperous New Year!

    The post Lightning Cast: A Visit From the Business Analyst appeared first on Mastering Business Analysis.


    MBA175: Product Management is the New Business Analysis – Part 2 Dec 18, 2018
    Show notes

    In this episode, I share excerpts from a presentation I recently gave about changes in the world of business analysis and how we can leverage our skills and competencies in a new way.

    This episode is part 2 of a live recording of a presentation I gave at an IIBA chapter meeting in November. I edited out portions of the recording for time including sections that involved audience interaction and exercises. This is part 2 of the presentation and part 1 was shared in episode 174..

    The world of work is changing faster than ever. To be successful, we need to change too.

    Shifting to a Product Mindset

    Having a customer centric focus with a product mindset is critical in shifting to a Product Manager or Product Owner role. It’s also helpful in simply being a great Business Analyst.

    Start with the user and understand their challenges and desires. By knowing your customers, their pain points, and what’s valuable to them, you can identify a target audience with a problem you can solve in a valuable way.

    Once you understand your target customers and their needs, you can start thinking about solution options. Create a vision for your product and a strategy to maximize both customer and business value.

    Because we don’t always know the right solution until we get feedback or data, we need to establish goals and metrics around the potential solutions and features.

    To support the strategy and vision, a goal oriented roadmap such as Roman Pichler’s GO Roadmap can help. Instead of a roadmap that looks like a Gantt chart, identify goals and related features that the team can work to achieve.

    Product Discovery

    The process of identifying the right problems to solve is known as Product Discovery. It starts with ideas, options, and problems to solve gained by understanding your customer.

    With that information, we identify assumptions, risks, questions, and hypotheses that we want to test. To get answers quickly and cheaply, we then devise experiments and examine the results.

    The results help us to validate or invalidate our assumptions and adapt our approach. Some items may be added to the Product Backlog as potential solutions we’d like to build. Other items may be dropped if the experiment results invalidate our hypothesis.

    Our experiments may also result in new ideas to be tested.

    Tools to Understand Your Users

    Many organizations use personas, but they often fail to get the full value out of this tool.

    To get the most value from personas, start with a Customer Journey Map to identify the customer interaction points and the customer’s experience with those interactions. Identifying the low points and challenges will help you to find specific scenarios around which you can develop personas.

    Another powerful tool to understand customers is an Empathy Map. Empathy Maps help you get inside the customer’s head and better understand their point of view and the challenges they face.

    The Business Case

    Once you identify potential problems to solve, you need to understand if the problem is worth solving.

    To do this, you can use a Lean Canvas to better understand potential solutions and their cost and value. The Lean Canvas not only brings clarity to problems and solutions, it also serves as a light weight business case.

    It helps you understand both the problem space and the solution space. This allows you to understand whether or not you have good problem-solution fit and good product-market fit.

    Once you have a solution that you believe would be valuable, create a hypothesis and small, cheap experiments to validate or invalidate our assumptions.

    Our goal is to find out very quickly how wrong we are.

    Listen to the full episode to discover new tools, techniques, and skills that will allow you to provide value to your organization in new ways.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBA175.mp3

    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.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post MBA175: Product Management is the New Business Analysis – Part 2 appeared first on Mastering Business Analysis.


    MBA174: Product Management is the New Business Analysis Dec 11, 2018
    Show notes

    In this episode, I share excerpts from a presentation I recently gave about changes in the world of business analysis and how we can leverage our skills and competencies in a new way.

    This episode is a live recording of a presentation I gave at an IIBA chapter meeting in November. I edited out portions of the recording for time including sections that involved audience interaction and exercises. This is part 1 of the presentation and part 2 will air next week.

    The world of work is changing faster than ever. To be successful, we need to change too.

    As more and more organizations transition to an Agile way of working, many organizations are changing the way they see the Business Analyst role.

    In some cases, those organizations are eliminating the BA role. It’s important to note that several of those organizations are hiring back BAs because they realize the need for the Business Analysis skill set.

    In other organizations, Business Analysts are being asked to take on the responsibilities of Product Ownership. This presents a great opportunity for Business Analysts to take the next step in their career.

    Business Analysts have many skills and competencies that are transferable to other roles. Skills such as communication, facilitation, critical thinking, problem solving, and the ability to break down a large effort into smaller pieces are all valuable in the role of Product Owner.

    Shift Left

    The major difference between a BA and a PO is decision making. As a Business Analyst, you help people make the right decisions. As a Product Owner, you are the decision maker.

    As we shift left from Business Analyst to Product Owner (or Product Manager), we need to shift our mindset from tactical to strategic. We need to change our focus . . .

    From

    To

    Project

    Product

    Delivery

    Discovery

    Requirements

    Experiments

    Doing things right

    Doing the right things

    Team

    Customer

    Customer needs

    Business value

    Influence

    Decision making

    Short time frame

    Longer horizon

    A Product Owner Must Be . . .

    To be successful as a Product Owner and support the delivery team, a PO must be available, knowledgeable, empowered, and accountable.

    Being available means that the Product Owner is accessible to the team when needed. When the PO isn’t available, questions go unanswered and delivery is delayed.

    The Product Owner must also be knowledgeable about the product and its customers. Without knowledge of the product or customers, the Product Owner will make bad decisions or need to consult with others, causing delays.

    Finally, a Product Owner must be empowered to make decisions and accountable for those decisions. Without empowerment or accountability, there will be delays in decision making and bad decisions will likely be made.

    Listen to the full episode to discover new tools, techniques, and skills that will allow you to provide value to your organization in new ways.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBA174.mp3

    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.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post MBA174: Product Management is the New Business Analysis appeared first on Mastering Business Analysis.


    MBA173: Avoiding the Build Trap Dec 04, 2018
    Show notes

    In this episode, product management expert Melissa Perri helps us to avoid waste and build products that customers truly want.

    

    After listening to this episode, you'll understand:

    • Why detailed requirements documents often aren’t the best approach
    • Common reasons organizations get stuck in the build trap
    • What you can do to avoid building solutions no one wants
    • How to experiment and find the right solution for the right problem

    SHOW NOTES

    Not every idea is a good idea, so it’s better to take a little time to invest and learn if it’s a good idea.

    The Build Trap

    Organizations frequently get caught in the build trap. That’s when they focus more on outputs than outcomes. People believe that shipping more features is the key to satisfying customers and they don’t stop to ask if we’re building the right things.

    Additionally, organizations stuck in the build trap don’t consider measurements or metrics to determine what success looks like. Without considering what metrics would indicate success before deciding what to build and tracking those metrics after release, you’ll be unable to tell if you’ve had the desired outcome.

    There’s also often a disconnect between what the leaders in the organization consider to be important and the work the teams are doing. This lack of alignment toward organizational goals means that likely won’t achieve the right goals. People are building things to keep busy rather than to move the company forward.

    All of these symptoms of the build trap happen what we fail to ask why.

    Causes of the Build Trap

    There are several reasons organizations get caught in the build trap.

    When organizational goals and strategy is too high level and doesn’t include metrics to measure what success looks like, it’s difficult for teams to create solutions that align to that strategy. People need a clear understanding of the strategy, success metrics, and their part in supporting that strategy.

    Alternatively, the goals and strategy may be too detailed. The strategy may dictate how the desired outcomes will be achieved. This puts us in the build trap because we don’t always know for certain what the outcome will be without experimenting and learning.

    At a product level, Product Managers sometimes ask the wrong questions. They ask “what do you want?” when customers may not know what they want. Instead, you need to figure out what problems your customers have that we can solve in a valuable way.

    The art of Product Management is understanding deeply what would be valuable to your customers and also understanding what’s valuable to the business. From there, discover what products and services you can deliver that maximizes customer value and business value.

    “The customer realizes value only when their problems are resolved and their wants and needs are fulfilled.” – Melissa Perri, Escaping the Build Trap

    Avoiding the Build Trap

    To avoid getting caught in the build trap (or escaping if you’re currently in it) is to help thee product organization by setting a clear and understandable strategy. Setting clear goals and a compelling vision while allowing teams to experiment and find ways to achieve that vision is a powerful approach.

    At a team level, start looking at everything you do as a hypothesis instead of certainty about the solution. Start with questions rather than answers.

    Listen to the full episode to hear how Melissa discovered that detailed requirements documents aren’t always useful and how she escaped the build trap.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBA173_.mp3

    YOUR HOMEWORK

    Look at what you’re working on now and reword that initiative or whatever you’re building as a hypothesis. That will put you into the mindset of experimentation and learning.

    An example hypothesis format is:

    We believe that [by doing X], we will solve [these problems] for our customers and we will [move these metrics].

    Links mentioned in this episode:

    • Melissa’s Website: MelissaPerri.com
    • Produx Labs website
    • The Product Institute website: https://productinstitute.com/
    • Melissa’s book, Escaping the Build Trap
    Melissa Perri

    Melissa Perri

    CEO of Produx Labs

    Melissa Perri is a Product Management coach and consultant and a keynote speaker. She’s the CEO of Produx Labs where she helps companies implement good Product Management. Melissa is also the author of the new book, Escaping the Build Trap- How Effective Product Management Creates Real Value.

    • X
    • LinkedIn

    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.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post MBA173: Avoiding the Build Trap appeared first on Mastering Business Analysis.


    MBA172: Decide Smarter Faster with Kupe Kupersmith Nov 27, 2018
    Show notes

    In this episode, Kupe Kupersmith shares a clip from his presentation, NextGen Business Competencies: Keys to Being Ready for The Future. Kupe will focus on approaches that will help you learn quickly, make good decisions, and manage risk.

    

    After listening to this episode, you'll understand:

    • How to make complex situations ‘solutionable’ and ‘actionable’
    • Why faster, better decision making is critical
    • Amazon’s rules for making good decisions

    SHOW NOTES

    Transformation and change is everywhere. If you’re waiting to see what the future holds, it’s already here.

    To survive and thrive in our new and ever changing environment, you’ll need NextGen Business Competencies. The next generation business competencies are the capabilities you need to help everyone in the organization make faster, better decisions. They help to make complex situations, ‘solutionable’ and ‘actionable’.

    You need these skills to help your organization find new areas of research, ways to prototype and test ideas, and quickly validate, so that the enterprise has momentum for innovation and value creation.

    This audio clip is a portion of Kupe Kupersmith’s presentation at BA World Chicago in November, 2018.

    Listen to the full episode to hear all of Kupe’s tips and advice on how we can make better decisions faster.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBA172.mp3

    Links mentioned in this episode:

    • Kupe’s website, KupeTalks.com
    • Kupe’s previous episode on Next Generation Competencies
    Kupe Kupersmith

    Kupe Kupersmith

    As the founder of KupeTalks and Atlanta Engagement Director, Market Rate Consulting, Kupe’s main objective is to help you connect, collaborate, and be ready for the future. For the past 20 years, Kupe has been helping organizations achieve business value with an improvisational advantage.

    Kupe is an author, keynote speaker, coach and a trained improv actor. Kupe is a connector and has a goal in life to meet everyone!

    • X
    • LinkedIn

    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.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post MBA172: Decide Smarter Faster with Kupe Kupersmith appeared first on Mastering Business Analysis.


    MBA171: Your Questions Answered – Listener Mailbag Nov 13, 2018
    Show notes

    In this episode, I answer questions submitted from listeners. Questions about Agile, DevOps, and remote elicitation are answered.

    Listeners and conference attendees often send me questions. Today, I’ll share my answers to the most common questions I receive.

    Q: I’m early in my BA career. Where should I focus to build my skills?

    A: Where to focus depends on your current skill level and the skills that Business Analysts in your organization need to be successful (assuming you are looking to stay at your organization). With that in mind, I have a few suggestions.

    I recommend talking to successful business analyst in your organization (or their managers) to understand the skills and characteristics of high-performing business analyst. With that information, you can see if you have those same skills or where to focus. Think of this as your personal SWOT analysis.

    Of course, you can always benefit from strong facilitation and communication skills regardless of your role or organization.

    Q: Do you have any thoughts about how DevOps affects Business Analysts?

    A: It really depends on the context. For a traditional BA who focuses only on upfront opportunity identification and requirements, there’s not that much impact.

    For a BA who is either on an Agile team delivering software using a DevOps approach or even a BA in a waterfall environment who sees a solution through implementation, they may have a few impacts to their process.

    It’s important that the intent (requirements, solutions, user stories, etc.) to be delivered is created in small increments and they may be called upon to help testers or software engineers develop appropriate tests. Without small increments and a solid test suite, DevOps doesn’t work very well.

    Q: What advice do you have for being successful with remote requirements elicitation?

    A: If your only option for eliciting requirements is a virtual meeting (via Skype or WebEx), the biggest challenge is stakeholder engagement. There’s a tendency for people to multitask and disengage in virtual meetings. To be successful, you need some upfront preparation work and use a few tactics to minimize multitasking.

    Prior to the meeting, work to discover the needs and context of your stakeholders. If you have an explicit set of questions, send them to your stakeholder a few days before the meeting. That will allow them to come prepared with answers or bring subject matter experts who can answer your questions.

    Also, be sure to share the logistics, expectations, goal, and desired outcome of the meeting in advance.

    During the meeting, use video. That will help minimize multitasking. Even if your stakeholders can’t use video, use video on your end. You should also use a shared whiteboard or document to display the information you’ve captured.

    After the meeting, send attendees a recap of key decisions made and any follow up items.

    Listen to the full episode to get more answers, including where a BA fits in an Agile organization, what certifications are most valuable, and more.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBA171.mp3

    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.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post MBA171: Your Questions Answered – Listener Mailbag appeared first on Mastering Business Analysis.


    Previous 1 6 7 8 9 10 28 Next

    Related Podcasts

    Making Sense with Sam Harris

    1

    Making Sense with Sam Harris Education
    Grammar Girl

    2

    Grammar Girl Education
    Good Life Project

    3

    Good Life Project Education
    Explain It to Me

    4

    Explain It to Me Education
    Team Never Quit

    5

    Team Never Quit Comedy
    Optimal Living Daily – Personal Development and Self-Improvement

    6

    Optimal Living Daily – Personal Development and Self-Improvement Alternative Health
    footer-logo

    Contact Us

    Toll Free: 844-670-7747

    Links

    • Home
    • Top Charts
    • Networks
    • Apps
    • Independents Podcasts
    • Podcast Advertising
    • Podcast News
    • Contact Us
    • About Us
    • Analytics & Insights

    Stay Connected

      Privacy, Terms of Use & Our Code of Ethics Protecting Content Creators Copyrights