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quinta-feira, 24 de janeiro de 2019

How do you see yourself ten years from now?



This comparison between 2009 and 2019 at social media encouraged me to do some reflection about my achievements. I spent some time to see how I am now and how I was ten years ago. And most important, how I am now and how I want to be ten years from now.

To some people, this kind of reflection might be something to be proud of. To a few people, this might mean nothing as they're at same as they were ten years ago. But, to other people, this might be a motive of great frustration due to some lost or some regression.

The fact is that on our daily tasks we caught ourselves living impulsively not considering a more significant objective or purpose. The problem is that if we take too long to have this perception, there is a risk of being awarded great frustration when looking behind.

But, enough reflection for today. This article's objective is to talk about the next ten years from a planning perspective. I want to encourage you to have a life project, no matter if it is professional, personal or social. Having a project helps you to define an objective, define the required resources to achieve it and how and when you'll make it.

Here follow a few tips that can help you create, execute and accomplish your life project:

1 - Define an objective

Also known as a scope, it means where you want to go and what will be the obtained result after all the done effort.

Define tangible objectives that add value and also are reachable. If you miss one of these characteristics there is a chance of your project fails.

Start with small objectives and define bigger objectives as you achieve them.


2 - Define effort and resources needed

Find out what's gonna take to reach your goal. It might be financial resources, material resources, human resources, intellectual resources and etc. It might be a personal effort, third-party effort, manual effort, mechanical effort, digital and etc. Make sure you have all you need to continue your journey towards your objective timely.

If any resource or effort needed to achieve your objective is not available, your project stops, and for that, you'll have to plan it again. The lack of resources and efforts can even make your project unviable.

Be aware so your resources don't become an objective in smaller projects, but if so, do what you have to do.

3 - Project deadline

Any project must have a deadline, and its execution needs to be sliced in tasks. Define a deadline for your project and also a start and delivery date to the smaller tasks. Remember that tasks consume resources and demand effort, and besides that, they can be predecessors or successors to other tasks with a dependency level between them.

To know how what and when to do things is indispensable to the project's success. It's in the execution of smaller tasks within the given time that you'll have KPIs (Key Performance Indicators).

The project may be delayed or anticipated. What can not happen is give away the objective promptly due to time. If a project is delivered too late, its purpose might not be as valuable as it was on project's start.

4 - Enumerate risk and action plans

Any project is subject to risks, no matter if the risks are an internal or external agent or if they are known or unknown issues. It might be resource unavailability, unforeseen events, objective changes, etc. The fact is that you'll have to enumerate as many risks as you can and establish an action plan for each one in case they become a reality.

As you establish risks, see the impact that may be caused by each one. Some risks have a minimum impact on your project. Some risks cause a problem but they can be mitigated, but there are risks that can make your project unviable.

5 - Write down everything

There is no problem at all in projecting something to your life on your mind only, but surely the action of writing down in a paper, document or sheet makes it formal and externalize your purpose, making you deal with it in a different manner.

Give emphasis to victories and small deliveries, take note of your problems and learn with them. Check if you aren't leaving the path set at the beginning of the project and be persistent. There are some projects that are problematic ones and they demand a lot of you.

Make your project, execute it and deliver something to yourself that used to be virtually impossible to reach before. You will be surprised rather with the achievement or the learned lesson.

sexta-feira, 18 de janeiro de 2019

Business Analyst Career Path. Where Will You End Up?!


Your career path as a business analyst is highly dependent on your preferences and strengths as an individual.

Not everyone who starts out who is currently a business analyst not necessarily stays there very long.

In my mind, there are basically 4 high-level trajectories your career might go depending on whether you go the BA Specialist route, management route, subject matter expert route or choose to make a lateral movement along the way. So let's break down each.

Business Analyst Specialist route

First, when I say BA Specialist, I mean a person who has decided to hold their skills as a business analyst. They are masters of all competencies in the business analyst body of knowledge and they are well-versed on all the knowledge areas.

This person starts out as a junior business analyst or an entry-level business analyst and travels to level 2, which is a senior business analyst and so forth.

If you go this route your skill set will more cycling drive you to be an enterprise architect, which is kind of a super business analyst. The quick version is that you look at the business as a whole and not just to an individual or silo, and determine strategies for how IT as a whole cant help meet objectives.

Management route

This is pretty straightforward and suitable for people who have a passion to help others grow in their career. 

At this point, you are a mentor to other business analysts and are likely to work as a business analyst lead or manager. Is important to remember that being a manager doesn't mean you can't be something else. For example, enterprise architects might have business analysts working with them.

The Subject Matter Expert (SME) route

The SME route has many flavours and usually revolves around a particular industry like business division or technology. 

Some examples are health information systems BA in the health industry or a human resources information systems BA for the HR's division of companies or a sales force BA specializing in the implementation of sells force for sells organizations.

Industry or subdivisions SME often move into a direct partnership with the business sort of things or just cross over into the business altogether because they're so well-versed in the ins and outs.

Technology experts are most likely to become consultants and help companies adapt to technology successfully.

Making lateral moves route

Last but not least, this has many flavours but the short version of it is that a good business analyst has to dive in the skillsets of many professions like user experience designers, project management, process analysts, product ownership and the list goes on. If business analysts find one of these careers interesting than they can refocus their career in that direction fairly easily.

quarta-feira, 16 de janeiro de 2019

Do I really need an IT certificate?


"The mind that opens up to a new idea never returns to its original size." - Albert Einstein
 
Because we're passing through the great era of "Digital Transformation," besides the market, the IT sector is being influenced too.  Among several changes that are happening, I want to talk about a specific matter, which is the growing incentive and facilitation to get IT certifications.

A few years ago, to get an IT certification (no matter what speciality), was something that demand effort, dedication and most times, was expensive. The certified professionals were more valued and some of them even were part of a select group, depending on what certification they had.

Nowadays many companies are providing easier ways to get certifications at foundation levels, which in some cases can even be free of charge. This is very common in fashionable matters like Scrum, Agile, DevOPS and etc.

We can clearly see this "certification fever" on LinkedIn when some company decides to make a campaign of study material and certification issuing free of charge.

But, is this a problem? Actually no. What happens is that the fact of certifications at foundation level being popularized creates a tendency of devaluation of those same certificates. A natural reaction of someone who had a hard time studying and expanded a lot of money to get the same certificate in a higher level.

But then did the free, entry-level certifications lost its value? No, but you'll need to be careful to not to become just another professional taken by the fashion of the moment.

I believe that a certification changes the person's mindset. It's impossible that someone who studies for any certification keeps the same old way of thinking. The practice and the experience expands the knowledge acquired and make ir solid. Experience without certification is almost equivalent to certification without experience. Whoever seeks a certification must seek his immersion into the market to put that knowledge into practice.
Knowledge takes no space. We're living the era of knowledge but, unfortunately, there are people who still want to restrain information.

terça-feira, 18 de dezembro de 2018

5 Important Artificial Intelligence Predictions (For 2019) Everyone Should Read


Original post created by

Bernard Marr



Artificial Intelligence – specifically machine learning and deep learning – was everywhere in 2018 and don’t expect the hype to die down over the next 12 months.

The hype will die eventually of course, and AI will become another consistent thread in the tapestry of our lives, just like the internet, electricity, and combustion did in days of yore. 

But for at least the next year, and probably longer, expect astonishing breakthroughs as well as continued excitement and hyperbole from commentators. 

This is because expectations of the changes to business and society which AI promises (or in some cases threatens) to bring about go beyond anything dreamed up during previous technological revolutions. AI points towards a future where machines not only do all of the physical work, as they have done since the industrial revolution, but also the “thinking” work – planning, strategizing and making decisions.

The jury’s still out on whether this will lead to a glorious utopia, with humans free to spend their lives following more meaningful pursuits, rather than on those which economic necessity dictates they dedicate their time, or to widespread unemployment and social unrest. 

We probably won’t arrive at either of those outcomes in 2019, but it’s a topic which will continue to be hotly debated. In the meantime, here are five things that we can expect to happen:

1. AI increasingly becomes a matter of international politics

2018 has seen major world powers increasingly putting up fences to protect their national interests when it comes to trade and defense. Nowhere has this been more apparent than in the relationship between the world's two AI superpowers, the US and China.

In the face of tariffs and export restrictions on goods and services used to create AI imposed by the US Government, China has stepped up its efforts to become self-reliant when it comes to research and development.

Chinese tech manufacturer Huawei announced plans to develop its own AI processing chips, reducing the need for the country’s booming AI industry to rely on US manufacturers like Intel and Nvidia.

At the same time, Google has faced public criticism for its apparent willingness to do business with Chinese tech companies (many with links to the Chinese government) while withdrawing (after pressure from its employees) from arrangements to work with US government agencies due to concerns its tech may be militarised.

With nationalist politics enjoying a resurgence, there are two apparent dangers here. Firstly, that artificial intelligence technology could be increasingly adopted by authoritarian regimes to restrict freedoms, such as the rights to privacy or free speech. Secondly, that these tensions could compromise the spirit of cooperation between academic and industrial organizations across the world. 

This framework of open collaboration has been instrumental to the rapid development and deployment of AI technology we see taking place today and putting up borders around a nation’s AI development is likely to slow that progress. In particular, it is expected to slow the development of common standards around AI and data, which could greatly increase the usefulness of AI.

2. A Move Towards “Transparent AI”

The adoption of AI across wider society – particularly when it involves dealing with human data – is hindered by the "black box problem." Mostly, its workings seem arcane and unfathomable without a thorough understanding of what it's actually doing.

To achieve its full potential AI needs to be trusted – we need to know what it is doing with our data, why, and how it makes its decisions when it comes to issues that affect our lives. This is often difficult to convey – particularly as what makes AI particularly useful is its ability to draw connections and make inferences which may not be obvious or may even seem counter-intuitive to us.

But building trust in AI systems isn’t just about reassuring the public. Research and business will also benefit from openness which exposes bias in data or algorithms. Reports have even found that companies are sometimes holding back from deploying AI due to fears they may face liabilities in the future if current technology is later judged to be unfair or unethical.

In 2019 we're likely to see an increased emphasis on measures designed to increase the transparency of AI. This year IBM unveiled technology developed to improve the traceability of decisions into its AI OpenScale technology. This concept gives real-time insights into not only what decisions are being made, but how they are being made, drawing connections between data that is used, decision weighting and potential for bias in information.

The General Data Protection Regulation, put into action across Europe this year, gives citizens some protection against decisions which have “legal or other significant” impact on their lives made solely by machines. While it isn’t yet a blisteringly hot political potato, its prominence in public discourse is likely to grow during 2019, further encouraging businesses to work towards transparency.

3. AI and automation drilling deeper into every business

In 2018, companies began to get a firmer grip on the realities of what AI can and can’t do. After spending the previous few years getting their data in order and identifying areas where AI could bring quick rewards, or fail fast, big business is as a whole ready to move ahead with proven initiatives, moving from piloting and soft-launching to global deployment.

In financial services, vast real-time logs of thousands of transactions per second are routinely parsed by machine learning algorithms. Retailers are proficient at grabbing data through till receipts and loyalty programmes and feeding it into AI engines to work out how to get better at selling us things. Manufacturers use predictive technology to know precisely what stresses machinery can be put under and when it is likely to break down or fail.

In 2019 we’ll see growing confidence that this smart, predictive technology, bolstered by learnings it has picked up in its initial deployments, can be rolled out wholesale across all of a business’s operations.

AI will branch out into support functions such as HR or optimizing supply chains, where decisions around logistics, as well as hiring and firing, will become increasingly informed by automation. AI solutions for managing compliance and legal issues are also likely to be increasingly adopted. As these tools will often be fit-for-purpose across a number of organizations, they will increasingly be offered as-a-service, offering smaller businesses a bite of the AI cherry, too.

We’re also likely to see an increase in businesses using their data to generate new revenue streams. Building up big databases of transactions and customer activity within its industry essentially lets any sufficiently data-savvy business begin to “Googlify” itself. Becoming a source of data-as-a-service has been transformational for businesses such as John Deere, which offers analytics based on agricultural data to help farmers grow crops more efficiently. In 2019 more companies will adopt this strategy as they come to understand the value of the information they own.

4. More jobs will be created by AI than will be lost to it.

As I mentioned in my introduction to this post, in the long-term its uncertain if the rise of the machines will lead to human unemployment and social strife, a utopian workless future, or (probably more realistically) something in between.

For the next year, at least, though, it seems it isn’t going to be immediately problematic in this regard. Gartner predicts that by the end of 2019, AI will be creating more jobs than it is taking. While 1.8 million jobs will be lost to automation – with manufacturing in particular singled out as likely to take a hit – 2.3 million will be created. In particular, Gartner's report finds, these could be focused on education, healthcare, and the public sector.

A likely driver for this disparity is the emphasis placed on rolling out AI in an "augmenting" capacity when it comes to deploying it in non-manual jobs. Warehouse workers and retail cashiers have often been replaced wholesale by automated technology. But when it comes to doctors and lawyers, AI service providers have made concerted effort to present their technology as something which can work alongside human professionals, assisting them with repetitive tasks while leaving the "final say" to them.

This means those industries benefit from the growth in human jobs on the technical side – those needed to deploy the technology and train the workforce on using it – while retaining the professionals who carry out the actual work.

For the financial services, the outlook is perhaps slightly grimmer. Some estimates, such as those made by former Citigroup CEO Vikram Pandit in 2017, predict that the sector's human workforce could be 30% smaller within five years. With back-office functions increasingly being managed by machines, we could be well on our way to seeing that come true by the end of next year.

5. AI assistants will become truly useful

AI is genuinely interwoven into our lives now, to the point that most people don't give a second thought to the fact that when they search Google, shop at Amazon or watch Netflix, highly precise, AI-driven predictions are at work to make the experience flow.

A slightly more apparent sense of engagement with robotic intelligence comes about when we interact with AI assistants – Siri, Alexa, or Google Assistant, for example – to help us make sense of the myriad of data sources available to us in the modern world.

In 2019, more of us than ever will use an AI assistant to arrange our calendars, plan our journeys and order a pizza. These services will become increasingly useful as they learn to anticipate our behaviors better and understand our habits.

Data gathered from users allows application designers to understand exactly which features are providing value, and which are underused, perhaps consuming valuable resources (through bandwidth or reporting) which could be better used elsewhere.

As a result, functions which we do want to use AI for – such as ordering taxis and food deliveries, and choosing restaurants to visit – are becoming increasingly streamlined and accessible.

On top of this, AI assistants are designed to become increasingly efficient at understanding their human users, as the natural language algorithms used to encode speech into computer-readable data, and vice versa, is exposed to more and more information about how we communicate.

It's evident that conversations between Alexa or Google Assistant and us can seem very stilted today. However, the rapid acceleration of understanding in this field means that, by the end of 2019, we will be getting used to far more natural and flowing discourse with the machines we share our lives with.

sexta-feira, 30 de novembro de 2018

The Business Analyst Mindset

Whenever you're trying to do something in an organization the desire to know "why" is at the core of the mindset of a good Business Analyst.

Innocent like a child


Business Analysts needs the innocence of a child. A bit like a five years old kid  constantly asking: "But why?" Consider the "Why" as an assistant in understanding the level of desire, commitment, and need for the change and how this change impacts both processes and other areas in the organization.

Understanding the context may also assist with how the need for the change can be justified. You'll need to reflect on the "Why" to be successful. Along with some other mindsets which include a constant believe that inefficiencies exist. 

The pace of change in today's business world is significant. Management might change, clients might change, priorities might shift and the marketplace itself transforms regularly. Well crafting processes and approaches to getting things done decay quickly, they simply become obsolete. Add to the fact of people who create processes initially really have a perfect crystal ball, or resolving issuing isolation without understanding the flown effects of the minor changes being made.

This is why inefficiencies are present in virtually every business processes. As an effective Business Analyst, you'll believe this fully and have a burning desire to find and fix these inefficiencies.

The best place to start is with what's happening today


The second mindset characteristic is "The best place to start is with what's happening today". It is easy to dismiss understanding what processes that exist today giving in the excitement and haste to get the new and improved "to be" state. However is very difficult to get a destination without knowing where you are today. Whether using a map or GPS the turns you'll have to make are determined not only where you want to get to, but where you are now.

As an effective Business Analyst, you'll want to expend significant time understanding the existing "as is" processes in order to facilitate effective changes in your organization.

Seek and enjoy


The next important mindset of a good Business Analyst is to seek and enjoy the details as well as the big picture. Exploring and documenting business processes can be very detailed work. It takes patience and the abilities to ask questions about exceptions and other nuances in about processes.

Although the devils in the details is a very accurate statement truly effective Business Analyst seeks to understand and optimize how processes interact with each other. Supporting the overarching goals and objectives of the organization is also critical to success in business analysis. A big picture view of what is happening and could happen in the business is just as important as capturing and tracking the procedural details.

Serve as the bridge


Lastly, the Business Analyst view is to serve as the bridge between business and technical personnel. It's rare to find an organization that doesn't have a language problem.

Technical teams talk about data flows, sequence errors, engineering specs and etc. Business personnel talks about turnaround times, customer preferences and capability management. The vocabulary between these two groups can be so different that discussions can be nearly useless as everyone scrambles to understand each other.

This is where the Business Analyst comes in. With an interesting knowledge of what the organization is trying to accomplish, and a view of what technical team needs in order to satisfy their needs. The Business Analyst serves as a facilitator and translator from those stakeholders requesting the change to those who will deliver the change.

They calm nerves and become diplomatic between people who often drastically have different perspectives about a problem.

Finally


When you as a Business Analyst embrace these varying mindsets business and technical people both feel heard, and more confident their needs are understood and can be met. Your organization can then move forward in a controlled and full manner and your projects and underlying processes will more likely deliver to the required change.

quarta-feira, 28 de novembro de 2018

Understanding the skills business analysts use

 

Some characteristics and skills can help you to be positioned as a great Business Analyst.

 

CURIOSITY

First and foremost is Curiosity. Understanding the business areas in which you work and how they fit together is vital. Understanding at a detailed level and how it fits within the context of an organization is where you can apply your sense of wonder to the unknown. An almost endless level of curiosity as to what is really happening and what could potentially happen in the future is where the Business Analyst value is created.

QUESTIONING AND LISTENING

Observation of work being performed is a very effective way to obtain information about the details of how the organization works. However, you won't understand everything by just observing.

Having a keen sense for asking questions, listening to what is said and not said is pivotal to understand what's really going on in an organization.

In addition to this, interviewing is a fundamental approach to obtaining information from the organization and members of your project team. Crafting effective questions and being able to listen to the answers on multiple levels is fundamental to success as a Business Analyst.

PATIENCE

Considering that observation, questioning and answering approach to obtaining information can take time another fundamental skill for the Business Analyst is patience. Is easy to find a piece of information and jump to a conclusion as a result. As the same documented process may be executed different ways to different people or in different areas on the organization jumping to conclusions is dangerous.

Taking the appropriate amount of time to collect, analyze and verify your information and conclusions requires patience. That patience is a fundamental characteristic to sustain growth as a Business Analyst.

COMMUNICATION SKILLS AND DIPLOMACY

These two walk together. Every facet of Business Analysis involves some form of communication. You're typically either absorbing information through communication approaches or capturing and sharing that information with your own communication tools.

Take the diplomacy skills that you'll frequently use as you're often being placed in a position where you're judging approaches and suggesting improvements.

SUSTAINED ENTHUSIASM

Projects can take anything from a few weeks to years. Understanding the improvement goal, being dedicated to its achievement and having a contagious sense of enthusiasm is important. This helps your business colleagues and the project team to stay focused on moving forward.

Enthusiasm is an important aspect to get chances accomplished, especially when you take a while to bring them to reality.

BEING LOGICAL

Being logical in your thinking is at the hot of surfacing and improvement possibilities. You need to apply logic and understanding of what is occurring in your organization today and be able to picture better ways of getting things accomplished.

That is the best of a sustained value you can provide as a Business Analyst. Logic is the key to providing the value quickly and effectively.

As you can see being a Business Analyst is a multifaceted row. It takes a lot of different skills and characteristics but its all fun and exciting as you are in the hot of change in your organization.

What's a Business Analyst?


When maintaining or improving a home, having a trusted handyman around that can come and fix or improve things whenever you need is invaluable.

In the world of IT projects the Business Analyst is like the handyman. From the start of the project to the end the Business Analyst plays a critical role in the successful project and delivering outcomes.

Here are the areas where a Business Analyst can make a difference in a project:

VALIDADE ORGANIZATION OBJECTIVES

Projects are used to create changes. That change can significantly improve the abilities and efficiencies of an organization. Without any proper analysis, any attempt of improving the organization can go very badly, resulting in confusing and difficulties to achieve organization objectives.

As a Business Analyst you'll seek to understand the strength and weaknesses your organization uses and then validate any improvements to be implemented by a project.

MANAGE REQUIREMENTS PROCESS

To do this you'll work with your organization team and get into the deep understanding of what your organization is doing today and what will make the organization more efficient. You then capture that information using several of the following tools:
  • Flowcharts: Provides step by step "as is" and "to be" processes. This captures what the current state the organization is and what new desired state and outcomes will be.
  • User stories: Provides a picture of what people in the organization will achieve.
  • Context diagrams: Describes relations between business areas and clients and how they all fit together.

MANAGE RELEVANT CHANGE

This includes validating any changes proposed during the course of the project and promoting changes needed to the organization that is important to fulfill their mission. And ensure that any changes that occur within the organization are appropriately reflected in the project's products.

Lastly, help managing changes to project's deliverables that need to be made as a result of the project change.

When changes are introduced to a project you'll need to adjust the project's schedule and potentially plan costs as well as other items.

With the breadth of knowledge across the project, the Business Analyst is well placed to help with this changes.

MANAGE TESTING

As a Business Analyst, you're typically best placed to ensure that the process and technology products created by the project do what is intended to move the organization forward. As this can require significant knowledge of the people and processes involved in the organization having you as a Business Analyst managing the testing process is efficient and effective.

ENSURE COMPLETION CRITERIA ARE ACCOMPLISHED

All project should be started with the end in mind. The project should then include detailed completion criteria which details what things needs to be accomplished prior to the project to be considered finished.

THE BUSINESS ANALYST

Is usually the person who can look at the overall accomplishments made by the project and the capabilities of the processes and tools produced and determine if those objectives were accomplished as intended.