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formerly of Professional Project Services, LCC
Updated 7/27/2013 with a second student LL.
A student of mine just sat for the PMP exam and passed on his first try! Yay!! He took the extra step of writing up his lessons learned to share with his classmates. I am now sharing with the world (with permission).
Congratulations JC!!!! And thank you for sharing.
Although I passed the PMP exam, it was actually a pretty stressful experience for me and there were a few lessons learned for me that I think are worth sharing without getting into the actual questions.
First of all, I made the mistake of not skipping the hard questions. I’m stubborn, so I just didn’t want to move on to the next question until I could at least make an educated guess. I felt like I was doing pretty well on the first few questions, but then I ran into this one formula question, where I could not figure out how to arrive at any of the answers using the formulas. After spending way too much time thinking about it, I finally gave up and made an educated guess without using any formulas. Because of this, and the fact that I’m a slow reader, I ended up spending almost an hour on the first 25 questions or so… So of course, I panicked and had to really rush for the rest of the exam. And being in panic mode made it hard to concentrate on questions, especially long ones. I was finally able to get through all the questions with about 20 minutes to spare for reviewing, but I wasn’t able to review all of the questions I marked. So you might want to practice the technique of skipping the hard ones the first time through.
Another mistake I made was that I drank too much water leading up to the exam and I did not go to the bathroom just before the exam. So I ended up going to the bathroom twice during the exam. And because I was in a rush for most of the time, I answered many questions while wanting to go to the bathroom…
Also, taking a bathroom break may take an extra few minutes than you think. And if you’re in a rush, you might wanna try to take your break when other test takers are not at the testing room entrance. Every time you go out of the testing room you have to check out, the test administrator has to help you sign your name and time. And before you can go back in, you have to go through the strip search again and then sign your name and time. If there is anybody else that’s checking in or out at the same time, then you have to wait your turn.
Other notes about the security:
Good luck!
I left 1.5 hours early after a good night’s sleep, a light breakfast, but didn’t overdue it on the coffee or water – based on JC’s recommendation.
I made the mistake of clicking on the END TUTORIAL at the end of the tutorial, which immediately started the exam. This means I forfeited the time to jot down my cheat sheet. Although I think this was mentioned in class, I still fully expected a START EXAM option.
Another odd thing was that time at the testing center is much faster than at home. I took a lot of practice exams, several with 100 questions and a full 200 question practice the day before my exam. At home I was never anywhere close to using up all the time, even including bathroom breaks etc. Similar to Jason’s report, I ended up being very rushed and paying close attention to the clock. Especially since at one point I’d fully convinced myself that since the was testing our project management skills, simply finishing within the allotted schedule might in itself affect the score.
I was very happy to have spent extra time practicing Earned Value. A few of the questions requiring formulas where however posed in such a convoluted manner that I ended up just giving it a best guess instead of figuring. I’d then note the question number on my scrap paper so that I could go back to it at the end of the test, if I had any extra time.
Understanding the differences between the various types of charts, diagrams, analyses, etc were not straightforward to me – so I refreshed my memory in this area the evening before the exam. I’m glad I did.
I didn’t spend additional time studying up on network diagramming, but only because I’ve had a lot of scheduling background, so this seemed fairly straightforward to me. I could likely have invested more time here, especially around calculating float.
I told myself I’d take a quick break at the 100th question. Of course someone walked into the ladies bathroom right as I headed there. I used the men’s room instead, and reported to the officials that they needed to restock the paper towels. I have no shame in this area.
I focused on remembering to take deep breaths at least three questions. Since it seemed that I wasn’t completely certain how to answer most of the questions, I was pretty certain I wasn’t going to pass. I reminded myself that I was doing the best I could and failing wouldn’t be the end of the world. I reminded myself that the end of the world is the only end of the world. Everything else is an inconvenience.
Poll: Most Harmful Sponsors Type
What type of sponsor is the most harmful to a project’s chance of success? Take the poll and join the discussion on in the LinkedIn Project Sponsors group.
I am thrilled to announce publication of my first book, Strategies for Project Sponsorship. This was a team effort with Peter Taylor (aka The Lazy Project Manager) and Ron Rosenhead. Published by Management Concepts Press, this book is already making waves in the project management community. Please read on for more information or visit our page at www.strategies4sponsors.com. You can even get a download of our 17 item Project Sponsor Checklist for following the page.
“The project sponsor is critical to project success, yet it is a role that is often assigned to a member of the organization with little knowledge or training in project management practices. In this book, the authors address this challenge from three vantage points – that of the project’s manager, the project sponsor, and the organization.”
Management Concepts Press
“Strategies for Project Sponsorship is a unique blend of practical, step-by-step tools; hard-won wisdom from the PM trenches; and solid, research-based recommendations…This book should be in every project manager’s tool kit and in every project sponsor’s briefcase.”
Michael Greer
“SPS is a well written, well structured, waffle free zone, brimming with practical advice for project managers and sponsors alike. The book covers the entire project life cycle and clearly explains how the roles and responsibilities of the project sponsor should interface with those of the project manager at each stage of the cycle.”
Jon Hyde, One Eight Consulting
I created the following study guide for students of my PMP prep courses. I post this now with thoughts of those sitting for the exam in the next six-weeks, before PMBOK 4th Edition testing ends July 31, 2013. Please comment with your own study suggestions for others.
A note about practice test:
A failing test score is not a failure!! You only truly fail when you give up. Remember, the test was designed to only achieve a certain level of passing attempts. Also remember, it was designed expecting test takers to already be experienced expert level project managers. You should take the opportunity to take the exam again. See 4 Steps to Recover from a PMP Exam Fail (PMStudent.com) and 10 Tips for Passing the PMP Exam…the Second Time (Watermark Learning).
The books listed here were used for classes relating to the 4th Edition of the PMBOK. Look for the most current editions if planning to sit for the exam after 7/31/2013. See The Project Pro’s Bookstore, PMP Prep shelf for these and other titles.
This is the third and final installment of the So You Want to be a Business Analyst…Or Perhaps You Already Are series. Part One discusses the role of a business analyst with Part Two focusing on a better understanding of when you play both roles and determining where you may lean given your capacity and skills. In this third part will explore how to pursue your career as a business analyst.
You are what you do and not your job title. If you do business analysis then you are a business analyst. Maybe your job title is project manager, technical writer, program manager, product consultant. It does not matter. My first six-years in the project world I held the working title of “product manager” and job classification of “state financial consultant”. You will find this work listed as “business analyst/product manager” on my résumé and LinkedIn profile. “Business analyst” is industry standard for the work done and provides a commonality across organizations.
Repeat after me. “I am a business analyst, I am a business analyst…”
What does your résumé say about you and the jobs you have held? Give your résumé a hard look and find those tasks and deliverables that you have listed that fit under the category of ‘analysis’. Try this – type the word “analysis” in Word and then right-click to view synonyms. Let me help you out with a picture of the results I get. Use these words as a guide in reviewing your résumé.
Take this a step further. What missing from your résumé? Think about the work you have done and what you can add that lends weight to this aspect of your experience. I have provided further guidance on documenting your experience in my article, Document Your Project History.
Remember to update your LinkedIn profile as well. Use the Skills section of the profile to highlight this experience and ask connections to “endorse” these skills.
Nothing speaks more to your professional aspirations and commitment then involvement in a professional organization. Not only does it look good for you, but you gain the benefit of a network of peers in comparable roles to learn from and share experiences with. There are varying levels of involvement and added benefits come from each.
At this level you will have access to an electronic copy of A Guide to the Business Analysis Body of Knowledge (BABOK®), a subscription to The Connection newsletter, and a wealth of resources online including articles, discussion groups, webinars, and tools.
Meetings and workshop will increase your exposure to best practices and make sure continued education in business analysis topics. This further demonstrates your commitment to the profession as well as your own professional development. You will also build your local network of business analysts that can help you through struggles you have on the job in your next career move.
Volunteering is hugely fulfilling and beneficial to your career. It takes you from to the next level as far as demonstrating your passion for business analysis as a profession. It provides opportunity to show your work to other business analysts and build a reputation as a professional. Those who volunteer for my Chapter will find a ready referral and reference from me as they pursue future opportunities. This may be volunteering on a committee, with a specific task, for a project, or as a board member. Volunteer positions tend to be what you make of them and a lot can be accomplished in a few short hours a month.
Don’t forget to put your volunteer activities on your résumé and LinkedIn profile.
The time, effort, and money you put into the certification process exhibits your commitment to being a business analyst professional. You must prove earlier experience to sit for the exams. You must learn, keep, and prove you have a significant amount of knowledge on business analysis best practices from Enterprise Analysis to Solution Verification to pass the exam. Apply what you know in the real world and this step will take you far.
I hope this series has provided some helpful information as you pursue your career in business analysis. Please feel free to contact me (vicki@project-pro.us) for more information or guidance. Follow this blog to get receive alerts of future posts that will be of interest to you.
References:
So You Want to be a Business Analyst…Or Perhaps You Already Are
IIBA® Links
Last week I posted Part 1 with discussion on what a business analyst is. You may be more confused than before on what it is you are. I will quickly clarify a few points by addressing a couple of common questions.
Question 1: I am a project manager that is responsible for business analysis on my project. Is this wrong?
Answer: It depends on the project and the situation. If it is a small project with a small team and you are familiar with the business then it may make sense. The test is if you are effectively and efficiently juggling managing the project (planning, tracking, risks, stakeholder management, etc.) with the business analysis tasks (eliciting requirements, creating models and documentation, working with stakeholder to prioritize, translating for the technical team, etc.). However, if you are not able to manage both roles effectively within a normal workweek it means you are working two full-times jobs, rather than two half-time jobs. Getting a BA on your project will allow you to focus on one job and lead the project, project team, and influence stakeholders much more easily.
Question 2: I have worn many hats on my projects. How do I know if I am a business analyst?
Answer: The answer lies in where you natural aptitude and desire are. Answer the three following three questions to help you find the answer. (Disclaimer: this is not a scientific aptitude/skills test)
1) When it comes to solving a problem, I tend to want…
2) When I waiting for service in a long, slow line I tend to…
3) When told to do something that I do not quite understand I respond by…
Here are the results to this three-question assessment. If you scored mostly
You may truly have a mix of aptitude and preference of these roles. That is okay. However, you need to define your role for each project and stick to it. This allows you to focus on your responsibility and give the autonomy to others on the team that they have earned and deserve.
Continue to Part 3 for steps on making the shift from someone who does business analysis tasks to a business analysis professional.
Image courtesy of chanpipat / FreeDigitalPhotos.net
As the Seattle Chapter President of the International Institute of Business Analysis (IIBA®), I often get questions about how someone can learn more about becoming a business analyst. Often times those asking have been doing business analysis work realizing it for some time; only they have not yet realized it. This three-part series is to help you understand what business analysis is (part 1), how to know if you are a business analyst at heart (part 2), and offer the first steps to advancing your career as a business analysis professional (part 3).
I will start with the definition of Business Analysis. The IIBA® defines this as
Business analysis is the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and to recommend solutions that enable to the organization to achieve its goals (Business Analysis Body of Knowledge [BABOK®] Guide, Version 2.0 Page 3)
The following two lists offer some more context to “tasks and techniques” by listing tools used and items developed and delivered by the business analyst as documented in the BABOK®.
Activities
Work Produced
These lists show that many roles do business analysis activities and deliver business analyst results. Some common project roles include data analyst, project manager, technical writer, and developer. Many people do “business analysis.” So what is a business analysis professional?
The project manager, developer, and data analyst may use some tools and deliver some of the same results as the BA as it relates to their specific role. A business analysis professional works with all the business analysis tools and techniques to deliver work that supports defining, managing, and evaluation the solution or resulting product (“to recommend solutions that enable to the organization to achieve its goals”.) The project manager, data analyst, technical writer, or developer rely on the work of the business analysis to provide clarity on the solution and allow project work to focus on steps needed to most efficiently deliver the desired result. The business analyst is responsible for defining is what will bring value to the business, ensuring the requirements are fully vetted and understood, and that the solution meets these expectations. This allows the project manager for focus on the project process, progress, team, risks, and all those other aspects that make project management a full-time job. Read more on this in The Project Manager vs. the Business Analyst. Further, the business analyst frees the technical people up to design and build the solution to meet the need the first time.
You likely play a combination of roles if you are reading this article. Next week we will discuss how to know what you are when you wear multiple hats.
Find out if you are a BA at heart in Part 2.
Image courtesy of chanpipat / FreeDigitalPhotos.net
The role of business analyst falls under many job descriptions. I talk to people all time that are business analysts, only they don’t know it. Maybe the have the job title of “technical writer” or “program manager”, but in reality, they are analyzing the business. Here are some signs you might be a business analyst..
Do you want to join in the conversation? Visit the Business Analysis Times LinkedIn group! |
Permitting and inspections is to fire fighting what planning and communication is to projects.
Even firemen take time for maintenance, operations, and process improvement.
Last weekend I attended the Cirque Du Soleil show, Amaluna. While most of the audience was mesmerized by the beauty and awesomeness of the feats, I was mesmerized by the demonstration of what great teamwork can accomplish. Here is a quick run-down of my observations on the benefits of great teamwork.
The troupe is truly putting their lives in each other’s hands. With high-flying acrobatics and water stunts, the impact of something going wrong can truly be life threatening. It takes a huge amount of confidence to entrust your life into your co-workers hands, but the results are astounding. When thinking of who needs to trust whom, it goes beyond other performers who are putting their safety at risk, but also the engineers and riggers.
What could you accomplish in your current project if you had that much faith and trust in your teammates? Would the project have better flow and less resistance? Do you give your teammates the trust they deserve? We are each experts in our own rights of our own domain. Trust in that and keep conversations on using the various areas of expertise to achieving the goals of the project. Identify underlying issues to deal with the root cause to address team members you believe not to be trustworthy.
Don’t think for a second that every show goes off without a hitch. I saw a couple of “slips” (some obvious, others not) and am sure I missed many more. What keeps the show amazing is the graceful recovery. The most obvious slip I noticed, the performer just kept going and tried again. She succeeded and the audience was amazed. Other slips were covered by their team performers adjusting their movements to minimize the impact on the show, the performers, and keep the show entertaining for the crowd.
We often experience slips in projects. Maybe there is a slip in schedule, defects in code, or risks that turn into issues. It is okay. Our project plans help us decide the graceful recovery in advance. There may be an unforeseen issue that affects the project. The issue is what is it is. Focus on the graceful recovery in support of the project. Refer to point number one and trust that your teammates will contribute to the graceful recovery.
Here is a quick side note. The music in Amaluna was live. It would be very difficult to recovery gracefully if reliant on a soundtrack that prevented needed corrections.
Bad things happen when you are not trustworthy. A performer in Amaluna would not feel safe to give a 100% on feat where their safety was in my hands and I’m not trustworthy. I may lose opportunities to perform. The show would lose a great deal of awesomeness with the troupe not trusting in each other to give 100%. Signing up to perform a feat that one is not ready for, performing when physically compromised, or not being reliable in showing up for rehearsal could destroy valuable trust and compromise the show.
Are you trustworthy when it comes to your projects? Do you make meetings on time, participate fairly, complete assignments as agreed? Do you refrain from gossip, always give honest status on the project, and help your teammate recover from their slips? The person who can do this with integrity, consistently will be a very important contributor to the project. Only when all teammates, including yourself, are trustworthy will you have the level of trust needed to pull off amazing acts. It is the rare project that is delivered on time, on budget, and with promised scope that brings value to the business…a truly amazing feat.
Here is a short promo video of Amaluna to amaze you. A fourth secret follows.
A fourth observation? Yes, risk management. Telling you this is admitting to what a nerd I truly am. The video shows the scene with the contortionist in the water splashing all around. My mind realized that water on stage could be deadly to those that follow her act. Brilliant risk management is at work here.
Four strategies to mitigate the risk of water on the stage endangering the performers.
Please share your stories and thoughts on what makes for amazing teamwork.
Photo by Cirque du Soleil at http://www.cirquedusoleil.com/en/shows/amaluna/default.aspx