ISEB Business Analysis Essentials is dead. Long live BCS Business Analysis Practice!

ISEB Business Analysis Essentials is one of 2 core modules for those studying for the ISEB/BCS Business Analysis Diploma.  For a couple of reasons, the BCS (British Computer Society) is re-branding this course and associated certification. The actual content of the syllabus is not significantly affected. The change is effective from 1st February 2012.

Newcomers to Business Analysis have long been misled into seeing Business Analysis Essentials as an introductory course. In fact it deals with BA at a strategic level and looks at alignment with business objectives. The confusion has been compounded in the last couple of years by the addition of a Business Analysis Foundation course – which is indeed an overview course.

ISEB was originally the Information Systems Examination Board. It was an arm of the British Computer Society. The BCS believes this is confusing and will in future group its professional certifications directly under the BCS banner.

There is no reason for holders of the ISEB Business Analysis certificate to worry about this change as the new qualification is directly equivalent. Equally, the new “BCS Certificate in Business Analysis Practice” will take the place of BA Essentials as one of the 2 core modules required by those working towards the ISEB/BCS Business Analysis Diploma. Candidates who have taken the old course will in no way be disadvantaged when it comes to the oral exam for the Diploma.

Blogalot – January 2012

There are precious few reliable figures for growth in itil adoption and itil training.

That makes the recent report by Rob England for the APM Group particularly interesting. He has reviewed 23 studies on adoption of ITIL Service Management and has also analysed recent statistics on take-up of itil certification exams. [Writing his ITIL Skeptic blog, Rob has never held back in challenging the APMG and other members of the ITIL community.]

There are plenty of areas where better and more thorough original research is needed but the most clear and significant finding is that ITIL is now used by at least 30% of organisations and adoption is increasing at 20% per annum.

Some salient snippets are listed below but for the full detail read the APMG White Paper.

- Between 30% and 60% of organisations use ITIL

- Two studies suggested only 10% strictly adhere to ITIL best practices

- APMG figures for ITIL exams show 30% compound annual growth over 10 years

- Various studies support a figure of 20% per annum for growth in ITIL adoption

- The top objectives are Customer Satisfaction, Cost Control and Speed of Response

- ITIL Problem Management is common, not far behind Incident and Change

- There is growing interest in Service Design (especially Service Catalogue)

Focus provides the most comprehensive schedule of accredited ITIL training courses across the UK.

Blogalot – January 2012

Information technology research specialist Gartner is never averse to making provocative forecasts for the year(s) ahead. 

They anticipate a slowdown in growth of spend on IT especially in Europe. Perhaps more interesting is the theme that the IT department is losing its pre-eminence as users and business managers take more control.

“Mega trend” predictions can be useful and thought provoking but take care. We noticed that in 2006 they predicted “Vista will be the last major release of Windows”. They were on safer ground in saying that “PCs will halve in cost by 2010″.

Global IT Spend to hit $3.8tn in 2012
Growth will be constrained to 3.7% with strength in telecoms equipment and enterprise software. They revised their forecast down following the impact of the Thailand floods on hard disc drive production, along with uncertainty in the Eurozone.

Emergence of the nexus of four forces
The convergence of cloud, social, mobile and information management into a unified set of forces shaping almost every IT-related decision.

IT spending
The movement of spending from the IT department to other parts of the business. IT departments and business leaders will find they must co-ordinate activities across a much wider scope.

Market transformation
The transformation of entire markets brought on by new technology-based options.

The social networks investment bubble will burst
In 2013 for consumer social networks and 2014 for enterprise social software companies.

The financial impact of Cybercrime will grow 10% per annum
New vulnerabilities will increase cybercrime at least until 2016.

Browsers, Tablets & Mobile Clients
By 2016, at least 50% of enterprise email users will no longer rely on a desktop client

Mobile Application Developments (AD) will soar
Driven by smartphone and tablet usage, ADs will outnumber native PC projects by 4:1 by 2015.

Independent security testing will become the norm
By 2016, 40% of enterprises will make proof of independent security testing a precondition for use of any type of cloud service

Blogalot – January 2012

The Business Case underpins any successful project. It is one of the 7 Themes in the PRINCE2 methodology. It deserves more thought than it gets in most organisations. It balances Benefits, Costs and Risks.  This Back to Basics post provides a quick refresher.

The Business Case should be objective and analytical with clear linkage to the higher level objectives of the organisation. All too often the Business Case is used retrospectively to justify a less than rigorous decision to proceed with a project. It is often not re-visited when project or external circumstances change.

What is the Business Case?
– A project brief describes what needs to be done.
– The project plan explains how you are going to do it.
– The business case gives the reasons why.

Who prepares the Business Case?
– The Sponsor (or in PRINCE2 the “Executive”) owns the Business Case but will often delegate its preparation.
– The Project Manager or Business Analyst may physically write the Business Case.
– For larger projects it is possible that suppliers, users, subject matter experts and external consultants may contribute.

Why do Organisations embark on Projects?
– Improve operational efficiency
– Increase sales
– Improve quality of products or services
– Comply with regulatory control
– Replace obsolete systems
The Business Case will normally link directly to the cascaded objectives from the Business Plan

Where does the Business Case fit in the Project Cycle?
– Developing the Business Case is part of the pre project activity as alternative solutions to meet an organisational need are reviewed and evaluated.
– Once crystallised, the Business Case provides the platform for the project plan (and in PRINCE2 the Project Initiation Document or PID).
– The Business Case should be regularly reviewed to ensure that the commercial logic remains valid and that any changes to the project are consistent with the Business Case.

What are the Essential Elements of the Business Case
Context
- Business drivers
- Options considered
- Option selected
Benefits
- Who
- When
- How much (may be financial or non financial but should be measurable)
- Any downside
Costs
- When
- How much (this will be refined as the project plan develops)
Risks
- Mainly strategic risks (eg sensitivity to market assumptions)

Financial Investment Appraisal
Organisations will have different approaches to financial evaluation of projects. Common tools used in the Business Case include:
- Payback – years necessary to recoup the investment
- Net Present Value (NPV) – value of cash flows arising (adjusted for cost of capital)
- Internal Rate of Return (IRR) – payback in the form of a % comparable to investing in a bank

The Business Case features in any best practice approach to project management. To find out more consider PRINCE2, APMP or PMP training and certification.

Blogalot – January 2012

There is confirmation that both MSP and APMP certification have a clear positive correlation with project management salaries. This is one of the conclusions of the latest analysis published by Arras People who undertake a thorough and independent survey each year.

APMP can lift salary by £10,000

MSP has clear impact in higher salary bands

The effect of PRINCE2 is different. It has become a pre-requisite for professional project managers. It is held by a high proportion of the project managers surveyed so it is no surprise that the salary distribution of PRINCE2 Practitioners is little different from the wider group.

The Arras research details similar findings with respect to contractor day rates.

Blogalot – December 2011

Tuesday 25 October

When my line manager asked if I wanted to attend a 2 day APM Introductory Certificate course my first reaction was “Huddersfield! That’s miles away”. Living in the middle of Lincolnshire, train connections are few and far between, so I took the brave decision to drive the 2 ½ hour journey. Driving, at night, after a busy day in the office, is not one of my favourite pursuits.  This in itself would be an accomplishment.

Friday 28 October

My 33 flash cards have arrived along with a “Mind Map”. Now I was really panicking. The mind map is terrifying. Imagine if I fail the exam when a colleague had just successfully completed MSP? I would be mortified.  I have set about diligently memorising the complicated words and expressions associated with Project Management. I tried to enlist the help of my 16 year old daughter, but she was unimpressed with how much I had absorbed after my first hour studying.  I begin to think I am too old (a little over 40) to be learning a foreign language.

Just a few of my Flash Cards

Then I re-read the covering letter that had accompanied my flash cards and discovered there was no need to learn them word perfect, but only to gain an understanding of the words.  I began to relax. Still, the prospect of another 55 cards being given to me on the course without 2 weeks to learn them was quite daunting. At least staying in a hotel on my own I would have the benefit of no distractions.

Monday 7th November

Packing to spend 2 nights in Huddersfield. Trying to organise two teenagers to stay with their grandparents and remember all their school books and uniforms for 3 days. Re-arranging a dentist appointment and furniture delivery.  I was wondering why I was putting myself through this. However, when I tried a sample exam paper I got around 90%, which I thought was quite good before I had done the course, even if I had learned the questions and answers parrot fashion!

Tuesday 8th November

The journey up to Huddersfield on wet, foggy Tuesday night was not a pleasant experience to endear me to the days ahead. It took 3 hours to do 110 miles.  By the time I arrived at “The Huntsman Inn” my shoulders were aching with tension and I had to prise my fingers from the steering wheel. I was so tired I couldn’t even remember my own name and signed the register with a “married” name I hadn’t used for 4 years……. Things did not bode well. Luckily I was welcomed with a large, comfortable room, so after a revitalising shower and cup of tea I floated off to a dreamless sleep too tired to worry.

Wednesday 9th November

I woke with the nervousness of someone far from home, and about to embark on an intensive day with some strangers. I toyed with a tempting cooked breakfast, only to decide my stomach wouldn’t take it, and headed off to the training centre to arrive at 08.15. I was pleasantly surprised to find there were only 3 delegates on the course, and Fred, the trainer, quickly put us at our ease.

There followed an exhaustive day, full of facts, presentations, practical exercises and visual displays to help us understand project management. The trainer was excellent in keeping us focused, making it interesting, and speeding through the challenging work load. I was pleasantly surprised when we did practice exam questions at the end of each session to find I was achieving 90% (until the last session at 17.30 when brain overload and fatigue kicked in when my score dropped to 68%) and on a par with my peers.

I have to admit the day was much more enjoyable than I had anticipated. And there had been virtually no PowerPoint slides.  I know from the feedback we receive from Focus delegates that PowerPoint overload can be a regular complaint of many attending certification courses.

By 17.50 I was back at my Hotel, feeling almost as shattered as the night before, and wondering where to start with my revision. The night passed in a haze. I briefly visited the fabulous restaurant, and ordered a lamb kebab starter, that I enjoyed while reading my manual, then back to my room for more revision. Eventually I decided it was pointless and I drifted off to another obligatory sleep.

Thursday 10th November

I woke at 5.45 with a feeling of dismay. I wished I was visiting Holmfirth with its weaver’s cottages, fast flowing river and dramatic Pennine scenery for a weekend break instead,  and made a mental note to return to walk the fells. I lay for a while trying to forget the day ahead until I gave in and grabbed my notes.

This proved to be a slower paced day and before we knew it we had covered the syllabus, revised, and were ready for the exam. Time will tell how I have performed, but I do think it was harder than the practice papers. I can say the trainer, facilities and course work was first class, and the experience while overwhelming at times was worth the effort.

My work has regularly involved organising events – and for the past 5 years I have worked as a training advisor. Why did I not do this before?!

Our secret diarist attended an APM Introductory Certificate course in project management. It was delivered by Fred Murray Webster of Lucidus Consulting.

Secret Diary of a Course Delegate – Part I

Prince2 is the De Facto Standard for Project Management

PRINCE2 is the structured project management method that has become an international standard for organising, managing and controlling projects.

It is the best-practice approach for project management. Prince2 is now widely used in both public and private sectors and has built a reputation as an effective, process-based approach to structuring and organising project delivery

Prince2 is suitable for many types of project

The widespread use of PRINCE2 is based on its ability to be easily tailored and scaled, and applied to all types of projects.

Each process is defined with the objectives to be achieved and activities to be carried out. The PRINCE2 method describes how a project should be divided into stages enabling control of resources and giving the ability to monitor progress throughout the project. Project roles and responsibilities are fully identified and are adaptable to suit project size, project complexity, and the skills of the organisation.

Prince2 – A Proven and Accredited Methodology

Over the last year, over 50,000 people have taken Prince2 exams as part of either a 3-day PRINCE2 Foundation training course or a 5-day Prince2 Practitioner training course. Currently around over one thousand people take a Prince2 exam every week. With over 300 Approved Trainers working through 100 Accredited Training Organisations across the world. APM Group Ltd provide the training accreditation, registration and examination processes. APM Group itself is accredited by the United Kingdom Accreditation Scheme (UKAS) and is one of the very few organisations approved by UKAS for the accreditation of “knowledge based workers”.

PRINCE2 was originally developed by The Office of Government Commerce and has gained recognition by UKAS through the award of accreditation to APM Group Limited (APMG) as the PRINCE2 certi fication body fulfilling the requirements of EN 45011 and EN 45013. This is the first time a qualification scheme aimed at Project Management Professionals has achieved this recognition.

Manage more Efficiently

Using PRINCE2, a Project Manager can understand how to structure a project, plan ahead and work to obtain buy-in from all stakeholders. Once senior management find that they can successfully manage by exception, projects become more efficient with less time spent on “fire fighting” and more time focusing on delivering the benefits of the project.

Project Managers find that they spend less time dealing with issues and more time planning. Efficient controls are placed on the project, enabling senior management to delegate effectively. Risks arising from management of 3rd-party suppl iers are greatly reduced by building structured management and communication lines.

Prince2 – Speak a Common Language

PRINCE2 is the most widely recognised project management methodology, which gives an organisation a common language, both internally and with external contacts.

Prince2 – Tailor for Success

Understanding that the method is designed to be tailored to the circumstances of the project is crucial to success, and this is something that cannot easily be comprehended without attending an accredited training course. An accredited trainer will effectively destroy the myth that PRINCE2 is “over-bureaucratic and too unwieldy for small projects”.

Focus on Training offer PRINCE2 Foundation training courses and Prince2 Practitioner training courses across Europe

Data protection is becoming and increasily important area for organisations

Data protection laws affect how businesses and other organisations are allowed to make use of personal information, including customer or employee records.

Focus on Training has now added an overview course to complement the ISEB Certificate in Data Protection Certificate it currently offers

The 1 day course entitled “Data Protection & Confidentiality”  gives a comprehensive overview of Data Protection, with a strong focus on practical and proportionate approaches to compliance.

It puts the eight Data Protection Principles in context, explains key technicalities (such as the definition of ‘personal data’) and looks particularly at the four key elements of good practice: security, data quality, transparency and choice.

The course doesn’t requires any previous knowledge of Data Protection and is suited to Data Protection managers, and staff who handle significant amounts of personal data, such as customer or client services, marketing, HR or membership administration.

Course Outline

· Data Protection overview

· The eight Data Protection Principles

· Definition of Personal Data

· The relationship between Confidentiality & Data Protection

· Security

· Data Quality

· Transparency & Choice

ISEB Data Protection Certificate

This comprehensive 5 day course is suitable for those in IT, HR and Legal roles and leads to a recognised certification. It provides an entry qualification for staff and managers whose roles include data protection responsibilities. The course is an effective conversion route for people who need to update their knowledge of and practice under the 1998 Data Protection Act.

The training will ensure that you meet statutory requirements, protect your organisation and operate efficiently and will help you achieve “best practice” standards

A Project Management Academy can help consolidate and develop the core competencies which are vital to success for organisations with projects at the heart of their activities.

Implemented well, a Project Academy will help share knowledge across an organisation – and ensure that industry standard best practices are adopted.

The project management academy developed by NASA is often cited as an example.  NASA claim that True Effectiveness arises from effective combination of a person’s Ability, the nature of their Assignment, their Attitudes, and how they build Alliances.   

Organisations looking for a Road Map to achieve a Project Management Academy can draw on the hierarchy of competency levels defined by the International Project Management Association. These also have the benefit of aligning with the qualification structure of the UK Association for Project Management (APM).

At each stage some of the skills can be met by formal training with inputs such as the APM Introductory Certificate or the APMP. However, it is vital to recognise other skills development activities including work assignments, coaching and knowledge sharing.

A White Paper by Paul Naybour explains the steps in developing a professional project management academy.  The paper can be downloaded free of charge.

Download White Paper – Developing a Project Management Academy

Blogalot  – November 2011

Friday 7 October

Coasting to the weekend after another hectic week.

Then my ordered and planned world falls apart – all because I dive head long into an unexpected situation.  A colleague could not attend an MSP course next week so “would anyone like to take their place”?

Was it boredom?  Anything other than another full week in the office.

Was it the challenge?  I’ve done PRINCE2 and this seems like the next logical step?

Was it the chance to meet people?  I could stay with an old friend – and who knows who else I might meet.

Anyway I said please. Boss said yes. Emotional roller coaster ensues.

For the uninitiated, MSP is not a form of paranormal communication (though sometimes that’s just what it feels like). It stands for Managing Successful Programmes. It’s a set of best practice guidelines for Programme Managers who are responsible for a series of inter related projects. As I’ve often had to explain to clients, in my training company role, it concentrates on defining a rigorous and proven methodology, rather than teaching personal skill sets. The implication of all that is a huge mass of dry facts, processes and inter-relationships that need to be learnt in just 3 days. And by the way there’s an exam at the end of it!

Saturday 8 October

10 hours worth of “pre-reading” arrived via email last night.  Initial priority was to explain to children why their bad mother was choosing to neglect them for the next 5 days.

Shopping trips cancelled. Joint home work session launched. Kids finished theirs within an hour and think it’s hilarious.  I took a highly reasoned approach as to why I really only needed to do 4 hours, rather than the recommended 10.  [I do hope that I can get away without doing the case study. It does seem more relevant to the Practitioner exam which I won’t be doing. I think.]

Monday 10 October

Smart casual. That’s what’s required – but what does smart casual mean on a professional training course?  Better play safe.  More smart than casual.

Amazingly, found the venue by the allotted time of 09.00.  Decided to pop to Tesco for sandwiches (mean training provider has withdrawn 3 course lunches).  Bad move.  Of course I end up being the last of 12 delegates to enter the room.

OMG! All eyes on my over smart clothes. No where to sit. Looks like they all know each other and go on training courses every week of the year.

By lunch time feeling much more positive. The others are actually quite friendly. One of them just happens to be a next door neighbour from about 10 years ago.  Small world.  The trainer is great. We did some good group activities. “Regeneration for the Next Generation”. If anyone sees this being used anywhere – it’s my copyright. I invented it. It’s the most fantastic short form objective statement for a major programme.

By 17.00 not feeling so good. Workload building. We’ve been set a mock exam to do this evening. Have I brought enough highlighter pens and post-it notes? Already my Official Manual and course workbook have the appearance of confetti.

I’m staying with an old friend. This might test our friendship. Can’t seem to talk about anything other than project management. Watched TV together – along with my official manual. Made my excuses and went to bed early – to try to complete the mock exam before falling asleep. Failed.

Tuesday 11 October

Chapter after chapter. Fact after fact.  Moments when it all seems to be so logical and sensible. Moments when it just feels like hard work.

Team spirit building. Good laughs.  Plenty of lighter moments.

Shut myself away this evening.  Wine refused.  Is this a first?

Wednesday 12 October

Today dominated by the exam at 3pm.

We were learning new stuff all morning – and no evening safety net to make sure it sinks in.

The exam was meant to take an hour.  I had finished in 40 mins.  Trainer had advised us not to reconsider first answers. So I walked out early – first out.  Am I mad? Will I be the only one to fail?

There was total consensus after the exam that it had been a “horrible paper”.  We were still commiserating with each other round the coffee machine when the trainer burst in and announced we had all passed.

Good mid table result. What’s more, the trainer took the paper since it was the first based on the latest MSP 2011 manual; even he got 8 questions wrong!!!

The others were going on to do 2 more days and take the Practitioner exam. Very mixed feelings. The last thing I want is more study and stress. Equally they were a great bunch and I reckon my brain might just be able to handle it.

>> Find MSP Courses
>> Secret Diary of a Course Delegate – Part II