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Tag: agile business analysis course

5 steps to implement agile hiring

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5 steps to implement agile hiring

What is agile hiring?

Agile is a concept borrowed from software development. Agile relies on the constant interchange of feedback between the stakeholders of the project. The feedback is used to identify shortcomings in the processes and eliminate them to obtain better outcomes.

best Agile hiringAnalogously, agile hiring is aimed at being more cognizant of the needs of the organization and making the process more efficient. 

Agile hiring achieves this through continuous feedback and process improvement. Agile hiring is adopted to address talent shortages, reduce the length of the hiring processes, and enhance collaboration. 

The agile hiring approach uses a framework of checkpoints and ‘sprints’ to ensure that the process remains on track. 

What are the benefits of agile hiring?

Agile hiring enhances the efficiency of the hiring process, improves the quality of the hire, and also improves the candidate experience. The other benefits that accrue from agile hiring include:

  • The process of continuous feedback, analysis, and decision-making based on data enables the refinement of the hiring process.
  • It aids in lowering the cost per hire by enabling the efficient utilization of resources.
  • Agile hiring affords the recruiters greater flexibility in being able to pivot promptly between possible tactics and strategies. 
  • It brings about greater focus among the members of the team by directing their attention to actions that aid the attainment of the targeted outcome.
  • The culture of feedback inherent in agile hiring fosters an attitude of collaboration and open communication.

A Gartner study found that agile hiring reduces the cost per hire by 37%, reduces time to fill roles by 22%, and increases recruiter productivity by 31%.

The 5 steps in agile hiring

As discussed, agile hiring is an iterative process. The steps that make up agile hiring include:

  1. Defining the job requirement. This is probably the most important step in the agile hiring process. The concerned stakeholders (hiring manager, recruitment manager, etc.), after the need for hiring has been established, should outline, precisely, the requirements of the position and define the expectations from the position. 
  2. Put the team together. Once the attributes of the person to be hired have been established, the next step involves putting together a team to undertake the hiring. Within this team, responsibilities should be clearly delineated and the details of the process and the targeted outcomes disseminated to all the members of the team. This will ensure a common understanding of the task and obviate any possibility of confusion during the periodic feedback and review meetings. 
  3. Attract candidates. This activity encompasses several tasks – such as defining the job description, releasing the hiring ads, and identifying and contacting passive candidates. As each task is completed, collect feedback, review progress, and assess the quality of the applicants. If the applicant quality does not meet targeted requirements, the outreach strategy should be suitably modified. 
  4. Candidate screening and interviewing. In this step, received applications are shortlisted, and preliminary interviews are scheduled with the shortlisted candidates. If the pool of candidates does not meet expectations, this is another opportunity to change the messaging and candidate sourcing channels. 
  5. Candidate selection/rejection. At this stage of the hiring process, shortlisted candidates fitting the job criteria are interviewed to select the best person for the position. Like every step, this step is also used to review the sourcing and screening process. If at the end of this step a final offer letter is issued, it signals the end of the hiring. If not, then steps 3,4,5 are repeated and the process refined further to attain the desired outcome.

Final Thoughts

In agile hiring, final candidate selection does not signal the end of the process. The process is closed only after the candidate’s performance has been evaluated after a reasonable amount of time and his/her fit into the organization has been assessed. The purpose of this assessment is to assess the efficacy of the hiring process and identify areas for improvement. 

Imarticus Learning specializes in empowering a new generation of professionals. Our learning programs practice agile corporate training, aimed at shortening the training duration without sacrificing training efficacy. We work through a dedicated account manager, for superior B2B account management so that our clients have a friction-free training experience.  

 

Three Modes of Business Analysis Consulting

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A consultant for BA normally is a collaborator, expert, or an additional pair-of-hands when facing clients. The book by Process Impact’s Principal Consultant Karl Wiegers is about these three modes of interactions. Let us explore these to learn more.

1. The independent model:

The Expert:

The expert works with clients who have pain-areas and approach you to fix them through training personnel, process validation/assessment, or alter and review some process/ project documentation or deliverables. The expert can only help with the tools like the assessment of ineffective processes and practices, possible solutions to the root causes, the current position report or a roadmap to effectively reducing the causes of pain. Managers, practitioners, employees and the management need to work on culture changes and sustained improvement techniques to ease their own pain.

The collaborator of ideas:

The consultant is an expert collaborator of ideas supplying solutions and ideas that make processes and performance in them more efficient and productive. According to Karl Weiger’s personal experience out of ten generated ideas, two are bound to be ridiculous, another two not suitable to the culture and process, three could be obvious and tried already and only two or one novel, innovative and brilliant in the fit. Being client and technology appropriate is vital.

The Agile Coach:

The BA may also coach and become the expert consultant using his advice to study the current practices and help discover better ways of doing the tasks. On a bigger scale, they could be of use to maintain, monitor practice standards, and establish them from a

Centre of Excellence for business analysis. The BAs role could involve preparing training materials, developing methodologies, creating process and guidance documents, templates for project deliverables, and such.

Difficulties faced:

The NAH and NIH issues are general syndromes that creating resistance in organizations. By NIH-not invented here most expert-offered solutions get rejected because the people using it do not trust it. By NAH-not applicable here complaints clients disapprove solutions citing they wouldn’t work in their environment since they were different. The BA expert consultant and coach cannot implement their solutions and rarely get any feedback regarding the outcomes. This means change management is crucial to organizations who hire such experts to provide solutions which cannot work in isolation.

2. A many-handed mode:

Often the extra pair-of-hands mode has many benefits where the domain of the consultant is exploited since the company may lack time and staff resources though they can perform the task themselves. The client is allowed to independently assess deliverables with the consultant working on his own.

Ex: Hiring experienced BAs on a fixed-term contract basis for specific developments in a software project.

The consultant here performs the regular BA tasks like eliciting requirements, identifying users, writing specifications, and so on until the on-site project work is completed. Often deliverables are iterated and worked till the final product is acceptable. At times you may do the novel and innovative task. In such cases, a vision statement is absolutely mandated covering the following assessment parameters since the outcomes are fuzzy.

For whom? (targeted client)

For Who? (statement of opportunity and specific needs)

Is a? (Deliverable type)

That? (Key takeaways)

Unlike? (current process)

This deliverable? (The new deliverable differentiators) 

3. The side-by-side collaborator:

Collaboration is the key parameter in this mode where the consultant needs to work for side-by-side the client organization’s staff in creating deliverables, identifying solutions, making decisions and setting priorities. It could be an extended off-site engagement that is collaborative or in the independent pair-of-hands-mode of operation. It includes reviews of the governance process architecturally, making environment peer reviews, working on reviews and product objectives, developing e-learning presentations, drawing up review processes and training of staff, recording e-learning training courseware scripts and such.

Concluding notes:

It is always best to use the three consulting modes depending on the engagement type and the specific project needs. There will be times when as an expert you may not agree with the mode selected and that’s where one will have to keep the client’s best interests in mind no matter your role. Often you will function as all three-The consultant, the expert and the collaborator of ideas.

Want to learn more about Agile courses? Do a course at the Imarticus Learning Academy where careers are born and honed.

Current Trends Likely to Shape the Future of Business Analytics

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Business Analytics is the process of organizing a company’s data into a simpler and more understandable form, in order to allow the administration to take a better decision with respect to the growth of the company.

Many individuals, after taking the Business Analytics course in Thane, are employed in multinational companies. They are tasked with providing relevant information, backed with suitable data, to the company’s administration. This makes for better decision making, which in turn, increases the rate of revenue made by the company. Business analytics could also be seen as an iterative investigation of a company’s past records. Recommendations are made in accordance with the study to ensure the betterment of the company.

There are a number of trends today which are shaping the future of Business Analytics. Keeping up with these trends and analyzing them is also a major part of the future. This makes it the right time to take up the Business Analytics Course. In this article, we will specifically talk about these trends.

Machine Intelligence

Machine Intelligence refers to creating smart machines which could act and perform specific activities just like humans. These machines are designed to work similar to human activities and natural phenomena. The machines learn from specific data sets customized to their activity. These are organized by individuals with skills in business intelligence.

Artificial Intelligence is only as good as the data provided to it.

With technological advancement, we have come to the invention of a medium both to enhance human intelligence, and replace it with something smarter and more efficient. Artificial Intelligence (also called augmented intelligence) takes its decisions on its own in accordance with its programming and learning from the data provided to it. An essential aspect of AI is that it is only as smart as the data. Business analytics serves that purpose by providing the AI program with a sorted and efficient set of data.

Internet of Things reached $170.57 billion in 2017.

The Internet of Things (IOT) is a market of devices which provide users with data on the basis of machine-to-machine communication. These devices or machines (like the Fitbit and smart watches) collect data from the user, interpret and analyze them by their parameters, and return their results accordingly. The IOT market is expected to rise to $561.04 billion by 2022. This will be a result of business analytics, through which a more organized data set is expected to be provided. Business analytics provides these wireless devices with properly understandable data which helps them provide simplified and relevant data in return.

Takeaway:

With the advent of technology, consumer expectation has shot up accordingly. Devices for instant entertainment, wireless communication, and other smart devices have experienced a rise in market demand. Moreover, the demand for sensors in these devices has also been increasing. Business analytics is that field of data simplification which is needed to convert this expectation into reality. If you are thinking of a career in Business Analytics, this is the best time to take Business Analytics course in Thane.

How Big Is The Agile Methodologies Provider Industry

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Let us first understand what Agile methodology is all about. Under Agile methodologies, the software is developed in an escalating, incremental manner through rapid cycles. The process focuses on adaptability and customer satisfaction of the software product. Each cycle of software building is better and incremental than the previous one, and thus the cycle continues.
There are various reasons why Agile methodology has gained worldwide fame, appreciation, and popularity.
(a)One of them being that Agile is used to prevent large projects from failing, it had a prime focus on business profitability and delivering software as opposed to documentation.
(b)It is user-friendly and treats the user/consumer in a friendly way rather than a machine-centric manner.
There are certain strong strategies that Agile has adapted to have become this popular and widely acclaimed. They are as follows:
1. It shares the common value and goal of fixing large scale projects
2. It is user/customer/human centric rather than being machine-centric. This has positively impacted the productivity of Agile users and shown proven efficiency in business successes.
3. Inclusive/collaborative approach – The agile methodology has a very inclusive feature that supports the entire Agile team and promotes collaborative efforts of the team through its built-in flexibility.
4. Some Agile methodologies are very popular and user-friendly. These include Extreme Programming (XP), SCRUM, Features Driven Development (FDD) and Dynamic Systems Development Method (DSDM)
5. Agile methodology helps you perform quicker and can also be developed at a good pace.
There many Agile methodology courses and certifications that you can sign up for. You can start with basics, and if you have previous exposure to the software development and its aspects such as coding, testing, and other software skills, it helps you gain Agile knowledge much more efficiently. From mastering an adaptive approach to product development, the courses are streamlined for your needs/requirements.

What You Will Gain From An Agile Certification Course?

1. You will gain the knowledge base, skills, tools and techniques involved in Agile methodologies and will be able to understand, apply and implement the principles of Agile.
2. You will also learn to smoothly coordinate Agile development processes including managing your respective teams, bringing about a social culture of experimentation, and running sprints.
3. In the final project completion stage, you should be able to apply, everything that you have learnt to a real-world hands-on practical project and demonstrate your skills and abilities.
4. Flexible schedules to learn the course in case you are already a working professional. Many education platforms offer online certification courses and you can time these according to your convenience.
The job opportunities you will encounter are many to pick from. You can become an Agile Scrum Master, Technical project manager, Technology manager, Scrum Master consultant, Project leader, Senior Agile transformer, and Agile coach/tutor/mentor/guide and give lessons and coach many more hundreds of people, Product Owner handling the business operations too, and/or software development manager, among other opportunities. The Agile Scrum certification promises you a great career with a heavy income. A career with a business analyst certification India is also possible using these skills and knowledge base.

Ten Contracts For Your Next Agile Project!

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An iterative approach like Agile Project Management, guides a project throughout the production process, just like in Agile Software Development, where several iterations are reviewed and critiqued by stakeholders before moving onto the next step of the project. There are different types of contracts governing various types of agile projects. Such contracts or agreements may seem to be a set of guidelines or rules to be followed, but they hold significance as fixed instruments, which can lead to unfavorable consequences if not obliged to. Agile contracting lets the parties focus on the result of the Agile in a collective manner.
Here are ten contracts for your next agile project:
1. Fixed Price
Here the risk is mostly associated with the developer or supplier who agrees on the deliverables. The customer intends to have this sort of a contract since the target price is fixed; the developer tries to complete the project at a lower cost than the target cost and the satisfaction of the customer is guaranteed. After all, that is the prima facie of developers. However, if the project takes longer or costs more than the fixed price, then the cost is borne by the developer leading less scope for changes in this type of contracts.
2. Incremental delivery contracts
The project is broken down into segments, wherein the customer reviews the development stage at predetermined review points. Both parties evaluate the pros and cons at each review point and then decide on the further steps. At the end of each successful review point, both parties have incentives. Each increment subsequently improves the overall development of the project that ultimately is a result of cooperation leveraged in incremental delivery contracts as opposed to the rigidly fixed price contracts.
3. Time and materials
It is one of the most convenient forms of contracts wherein the supplier makes the payment for the amount of work or service that is done using necessary materials for creation. Since the customer holds the edge of changing minds, the supplier enjoys this type of contracts. However, such agreements sustain firmly on the legitimate efforts of the supplier to cut down the cost for the benefit of the longevity of the arrangements.
4. Time and materials with fixed scope and a cost ceiling
In this form of contract, if the supplier completes the task early, the payment will be made only for the actual efforts. There is no scope for incentives for finishing the project early. Having said that since the cost of the project is capped, the supplier will aim to achieve the maximum capped cost of the project.
5. Time and materials with variable scope and ceiling
As a consequence of the capped limit, the financial risk associated with the customer is less. The variable range and capped budget bring a collaborative approach from both supplier and customer to complete the project. This sort of contract is ideal for budget oriented projects. A constructive relationship upholds this type of contracting in achieving desired business.
6. Bonus/Penalty clause
As the name suggests, the supplier will be rewarded with the bonus upon early completion of the task and will be penalized for late deliveries. Such contracts reduce the potential risk of late deliveries for the customers. Penalty clause makes the supplier forsee the consequences related to delay and drives towards completing the task on time or even early.
7. Joint Ventures
The two parties involved in the agile project agrees upon to invest in a project with mutual interest. Though the development phase of the project may not be rewarding for either of the parties involved. There must be a return on investment for both parties either from the revenue or by the end result of the project. Here the project itself to be considered as a separate company which needs to be developed and marketed for a common benefit.
8. Money for nothing changes for free
This type of contract was created by Jeff Sutherland, which involves two clauses. The first clause is altered for free. This clause essentially leverages space for any new features to be added in a project without charging any fee for the changes made. Secondly, money for nothing clause is a win-win situation for both supplier and customer. Here the supplier separates the different segments of a project and delivers the most prioritized segment first.
9. Fixed profit
Every project ideally has a predetermined cost and profit estimation. By using fixed profit contracts, the parties involved in making the said project, agree upon a fixed amount regardless of the time period of the work completed. Since there is an incentive set for both, parties like the customer save cost, and the supplier has the chance of seeing higher profits.
10. Sprint contract
A sprint contract is ideal for Scrum projects wherein a project is broken down into bits. An agreement between the product owner and a team performing a sprint is known as a Sprint contract. The team tries to convince the product owner by delivering expected quality work in one sprint.
In a nutshell, having proper contracts reduces the risk associated with your clients, as it increases human accountability at both ends. Though your agreement does not serve as your project manager, it certainly acts as a risk mitigation technique. So even if you have a cordial relationship with your clients, a contract in place never hurts!
To know more about the Contracts for your next Agile Project, you can also consider our Business Analyst Certification.

How do You Become a Business Analyst?

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Sawan Arora, a student of the online Agile Business Analyst & Scrum certification course talks about his experience at Imarticus.
We caught up for a chat with Sawan Arora, a student of the online Agile Business Analyst & Scrum certification course. Here’s what he has to say about the program.
Hi, my name is Sawan Arora, and I have recently completed the Agile Business Analyst & Scrum Prodegree at Imarticus Learning. The course curriculum is excellent and includes business analysis, agile & scrum, project management, and additionally, you get access to a lot of SAP instructional videos.
Initially, I was a bit nervous about joining an online Agile & Scrum certification course because I was not sure how it would be in comparison to a classroom training program. But as soon as the course began, and I attended the sessions, it turned out to be a smart decision, and it was a significant step towards my career goals.
The faculty at Imarticus is definitely at par; no exceeds industry standards. The knowledge level they have and their skills are excellent. I was trained by Mr. Mukhraj Saberwal, who has over 18 years of experience. His lectures were terrific, and all his sessions were very interactive. The entire class would interact with him extensively, and there were a lot of queries and doubts that we used to pass on to him.
It was just like we were in a classroom training program because whenever we asked any questions, he was prompt in his response.
There is a lot of good content to learn and knowledge to gain during these 160 hours of training, and you get access to an LMS portal from Imarticus that has all of the learning material on it. You can access it anytime, anywhere as long as you have a decent internet connection. LMS was an essential aspect of the learning journey.
On completion of the program, you get 35 PDU’s from IIBA, and that makes you eligible for the CCBA or ECBA exams if you have the required experience. The course in all really helps you know the skills a business analyst should have – you get a good exposure of agile and scrum methodologies, and hands-on knowledge of project management.
So, no matter if you are an experienced professional or a fresher, if you want to learn business analysis, I would highly recommend you join Imarticus Learning.
Not to forget, you also receive access to Imarticus Learning’s placement portal where you can find a job on completion of the course.
Do you want to kickstart your career as an Agile Business Analyst or Scrum Master? Click here and inquire about the program now.

What is The Market Size For Agile Software Development?

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Agility means effective (rapid and adaptive) response to change, effective communication among all stockholder. In layman terms though, agility or Agile Development in software engineering means ensuring agility, flexibility, and adaptability in the agile development, maintenance, and working of a model, i.e. prototype. All these things are equally important while trying to build software.

Before diving into how the Agile Development method works, let’s discuss a step by step approach to how software is built. This method uses the assembly of a cross-functional team, i.e. not just developers but different parties that look after various segments in the process. This not only ensures efficiency but also ensures that the customers get what they want and have more say in the making of the software.

Some facts regarding the market expanse for Agile development.

  • Large enterprises are the likeliest to adopt a business analyst certification and techniques.
  • The presumption that agile is ideal for “edge” projects but not for large, mission-critical projects does not hold true anymore.
  • The criticism that Agile’s limitations for teams spread across disparate time zones can potentially be addressed by different agile methods.

For industry breakdowns, the leading agile adopters as of 2018 are:

  • High tech – 74 percent
  • Discrete manufacturing – 74 percent
  • Banking and finance – 65 percent
  • Retail – 63 percent

Many reports suggest that while agile is maturing, there are companies that are still not ready for this approach to software development. Agile is really about iterative cycles. When you put together agile with a minimum viable product approach, you have a considerable edge building relevant software that customers/users prefer to use.

The logic of involving the stakeholders in development early and often is something that is difficult to argue against.
Many companies though are not culturally prepared for such a vicious cycle of revision. It’s not the agile methodology that lets them down, but the unwillingness to uproot stale processes.

The unwillingness to drop traditional methods of software development are what holds back agile from taking over the market speedily.

Companies adopting Agile Development method
Bosch, a leading supplier of technology and services globally with more than 400,000 associates and operations in 60-plus countries, adopted this approach. At companies like Bosch and other agile enterprises, the visions and aims are ambitious, to say the least.

The leadership teams, however, fail to look at every single detail in advance. Leaders recognize and admit that they are often clueless about how many agile teams they will require, at what pace they should add them, and how they can address bureaucratic limitations without throwing the organization into complete chaos.

So they usually bring forth an initial wave of agile teams, gather data on the value those teams create and the constraints they face, and then decide if they should take the next step and how they will go about it. This lets them weigh their options, i.e. the value of accelerating lightsomeness (in terms of economic results, client outcomes, and worker performance) against its prices (in terms of each money investments and structure challenges).

If the upsides outweigh the costs, managers continue to scale up agile—deploying yet another wave of teams, unblocking constraints in less agile parts of the organization, and this is how the cycle is repeated.

If not this though, they can pause for a while to monitor the market atmosphere and also explore ways to increase the value of the agile teams already in the works (for example, by improvement of the priority level of work or upgrading capabilities to prototype) and bring down the costs of change (by publicizing agile successes or hiring experienced agile enthusiasts).

Refine Your Product Backlog Continuously to Improve Flow

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As you might already know, product Backlog is simply a list of everything you have to do to complete your project. It helps you find all your requirements for the product at a single source. This article discusses how we can improve the product flow by continuously refining your product backlog.

The Refinement Process

We can improve our product flow by merely comparing the estimates using time-dependent sizing. But, most of the product backlog items (PBI) won’t be clear enough for such an analysis.

One strategy to approach this issue of poorly PBIs is to spend more time on it and refine them as you go. This process will take time, but the total time taken for the project will be significantly reduced. It also leads you towards better reliability and velocity.

In the early days of Scrum, the sprint begins with a time-boxed planning meeting. Such planning meetings would usually go long and frustrate the team members attempting to estimate PBIs. The results were overly vague product backlogs. To eliminate this issue, the Scrum guide now specifies that along with the planning meeting, a continuous refinement process should take place. 

Benefits of Continuous Refinement

This refinement process involves estimation and addition of details to the PBI. By doing it continuously, the team will be able to deliver more consistent and improve the quality of their job. It can also reduce the duration of the planning meeting at the start of the sprint. The regular refinement process allows the team to deal with the estimation process in small pieces.  By improving the productivity of the team, the refinement improves the product flow. 

However, the refinement process will not solve all the difficulties. You still have to discover alternatives and problems during the implementation. But with the Refinement process, the questions will be smaller and much easier to find an answer. 

How to Carry Out Refinement?

The major challenge in implementing this practice is to have a refinement process that doesn’t tie up the whole team in meetings. The solution suggested by the Scrum Guide is to limit the refinement to 10 percent of the team capacity. In that way, we can complete the refinement of a 4-week sprint in 2 days. The refinement meetings should be short and time-boxed, and the number of backlog items covered in each session shouldn’t be the main focus. In most scenarios, the longer refinement process will result in a shorter planning meeting. 

In ideal cases, all team members are supposed to be a part of the refinement conversations. Dividing the team excessively will result in missing out important questions and insights. Also, be sure to have an estimation of every backlog item you cover at the end of each session.

Agile planning is all about striking a perfect balance between precision and accuracy. So, your backlog doesn’t need to be consisting of the full specification of every item. Although, it is important to have in-depth knowledge about each of them. Spending little more time of ensuring that everyone in your team really understands the backlog will help you deliver more value in a shorter time period.

Management Theory: Managing Organizational Design and Change

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Design and change are highly interchangeable when it concerns the daily processes of any organization, and the process can be elaborated by looking at the inherent methodologies that concern both these subjects. Change is continual; it does not stop, and business processes change the condition and equilibrium of a particular organization status in the market even to the slightest extent. Designing begets change, which upon further consideration can be stated like this: “Warranted change can only happen after a particular organizational design is consolidated, implemented and upgraded as time passes on.” In this article, we shall take an in-depth look at both of these phenomena and shall discuss in detail appropriate strategic management as well as change management.

Organizational design

Design is actually a step-by-step methodology whereby any accomplished business analyst can recognize and take stock about the certain dysfunctional elements within an organization like workflow, structure, system, and procedure, is redesigned and re-implemented so as to perfectly fit with the current goals of the organization in order to develop new strategies that can implement change in an appropriate and effective fashion. This initiation, deployment and developing new strategies often take place on the two key aspects of any business: technical and people.
Perfect strategy management would intrinsically link the two in a common thread resulting in an unparalleled success and prosperity for the business in question whilst also touching and improving every other aspect that has an effect on the well-being and state of the organization, including increased profitability, reduced costs, improved efficiency and cycle time amongst many other miscellaneous factors. The end goal of any business should, however, be to potentially increase the scope and growth of the business in question. In effect, businesses generally look to incorporate people to the individual sections of the core business processes, systems, and technology. This is a key concept of proper strategic management as without the workforce there wouldn’t be any chance to make the company work under any number of possible conditions whatsoever.
However, business designs are subjected to change on a much more frequent basis than anyone might presume under normal circumstances. As the status, scale and scope of a particular business grow over time, there are a plethora of challenges, which would have to be determined and resolved in an effective way so that the digression of the business is avoided under any possible circumstance. Amongst such a state of affairs, it would become extremely hard for any company to effectively make use of the basic tenets or steps that effectively teaches how to properly design the current state of the organization properly. This methodology is uniformly taught across all forms of business analyst course, and its steps have been enlisted below:

  • Chartering the design process
  • Assessing the current state of the business
  • Designing the new organization
  • Implementing the design effectivelyAgile Business Analysis Course

Organizational change

On the other side of the spectrum, there is change management, which effectively takes stock about the state of the company from a wide variety of aspects and divisions, and manipulating them in some fashion or other in order to intrinsically favor the interests of the organization in question. For business analysts, this application and determination process might seem a little bit tricky, but the main cornerstone of any change management strategy is based on the intrinsic human nature includes the process and preparedness of human beings to adapt to the changes happening around them. Strategies can be developed either for the purpose or because of implementing a certain instance of change in the organization.
This organizational change is important for the interests of a particular business, especially in the long run. As such, such implementation of change often runs with a veritable target in achieving the most optimum state one may effectively get through the correct implementation of the change in the context of the organization itself.
Change management, in this particular case, is actually ideal for application, especially in a variable business environment, such as a response to a disaster level problem with respect to the state of the organization in question, or is actively brought about by a wrinkle happening in the environmental factors around the organization itself. Essentially, successful organizational change is not just a fluke incident, but it requires very advanced and complex understanding of management techniques and models, most of which are generally covered in business analyst courses. As many management experts will proclaim, a change in guard within the management of a particular company also invokes a significant amount and extent of change in and of itself.
Management studies often describe this phenomenon as being a state of transition between the current and future one, to which the state of the company is being directed effectively. It has been observed quite distinctly through many change management instances and studies that the aforementioned “transition” may take place if there happens to be any kind of shift both in the internal and external contexts of the organization in question. As such, change is always happening and continuing because every other aspect that might influence a particular business entity always are subjected to transformation in some shape or form.
Business analysts often debate and discuss about these factors that may influence a particular industry or organization; their job is to essentially understand the state of the market at large as well as the internal state of the organization in order to keep proper track of a change that is just beyond the horizon of occurrence, and develop an abstract design in order for the same business to effectively counter and adapt against.

Why Is Agile Marketing A Separate Thing from Agile Development?

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Agile marketing is a term that is often confused with Agile Development, and both are used synonymous for each other, but the concepts are very different in the way that they are executed in a practical business scenario.

Most people think that just using the concepts of development in agile marketing will make it successful and productive, but they need to understand that agile marketing will only be effective when the appropriate updates and changes are being done to the concepts of development.

These two concepts are fundamentally related, but there are some significant differences in the way they are executed. To have a firm grip on the Agile marketing, the knowledge about Agile Development can prove beneficial, but it can also be disadvantageous in a particular manner.

The points of differentiation between these two concepts are as follows:

  • Agile marketing is all about changing the mindset of consumers about a product or service and enhancing the customer’s behaviour whereas agile development is only concerned with delivering of features.For a developer, the point of being satisfied in his job comes when he is successfully able to deliver the features or a product in the market. The common terms used in the development teams are backlogs and sprints; where at the end of the sprint, the success is measured by the increment in the number of products shipped.

But, in the marketing team, the success is measured by the change in the behaviour of a consumer. For agile marketers, only the delivery of features or products is not sufficient but all they are concerned with is the increase in results regarding the business.

  • While Agile marketing is a goal-oriented process, agile development focuses only on the tasks. Where the former one focuses on the results that they get through their activities, the latter one solely focuses on performing the activity or completing a job and are not concerned with the results.For e.g. Developing a social media campaign is a task whereas measuring the success of the campaign and increasing the reach of Social media through that campaign is the goal that the marketer focuses upon. You learn all about these differences when you pursue agile business analysis courses, to understand business thoroughly.
  • Agile marketers put their focus on Why a business task is supposed to be performed, where agile developers directionless perform tasks without having any aim or motive. They just focus on completing the list of jobs assigned to them without knowing what they would lead to. Agile marketing is not just about completing the tasks faster but is more about fast completion of tasks with having, significant goals in mind.
  • Agile marketing also focuses upon measuring the response of consumer and quickly adapting to the changes happening in the market and mend the operations accordingly. Since it is a result-oriented process, it doesn’t only focus on doing things speedily but also keeps a check on whether the speed is not compromising with the consumer behaviour.
  • Working as an Agile marketer is all about working in the team of Agile developers but with potential consumers and targeted audience. It’s all about collaborating with them, and that’s what you learn when you pursue agile business analysis courses. These courses will teach you the effective ways of measuring the goals and also teach you the collaborative work-culture.

These were the major differences which make agile marketing altogether a different activity then agile development and separates the way of execution of both the concepts. Through this, we can easily comprehend how both the concepts are different despite being similar to each other.