BA’s 7 Habits of Highly Effective…Business Analysts! Co-Presented by Christine Hartman andJennifer Mazon May 19, 2015.

BA’s 7 Habits of Highly Effective…Business Analysts! Co-Presented by Christine Hartman andJennifer Mazon May 19, 2015

Why Should a “Center of Excellence” Focus on Habits?
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle (emphasis mine)

7 Habits of Highly Effective People - Stephen R. Covey
Habit #1: Be Proactive Habit #2: Begin with the End in Mind Habit #3: Put First Things First Habit #4: Think Win/Win Habit #5: Seek First to Understand, Then to Be Understood Habit #6: Synergize Habit #7: Sharpen the Saw Before launching into 1st habit, recommend taking the “Inside-Out” approach and read the book with the purpose in mind of sharing or discussing what you learn with someone else within 48 hours after you learn it. Habit #1: Be Proactive “Change starts from within and highly effective people make the decision to improve their lives through the things that they can influence rather than simply reacting to external forces.” Habit #2: Begin with the End in Mind “Develop a principle-centered personal mission statement. Extend the mission statement into long-term goals based on personal principles.” Habit #3: Put First Things First “Spend time doing what fits into your personal mission, observing the proper balance between production and building production capacity. Identify the key roles that you take on in life, and make time for each of them.” Habit #4: Think Win/Win “Win‐Win is a frame of mind that constantly seeks mutual benefit in all human interactions. Win‐Win means that agreements or solutions are mutually beneficial and satisfying.” Habit #5: Seek First to Understand, Then to Be Understood “Seek First to Understand’ involves a very deep shift in paradigm. We typically seek first to be understood. Most people do not listen with the intent to understand; they listen with the intent to reply. They’re either speaking or preparing to speak. They’re filtering everything through their own paradigms, reading their autobiography into other people’s lives.” Habit #6: Synergize “Synergy works; it’s a correct principle. It is the crowning achievement of all the previous habits. It is effectiveness in an interdependent reality‐‐ it is teamwork, team building, the development of unity and creativity with other human beings.” Habit #7: Sharpen the Saw “This is the habit of renewal it circles and embodies all the other habits. It is the habit of continuous improvement that lifts you to new levels of understanding and living each of the habits”

Habit #1: Be Proactive Change starts from within and highly effective people make the decision to improve their lives through the things that they can influence rather than simply reacting to external forces. Examples: Best Practice  Look at the weaknesses of others with compassion, not accusation. Humble myself to take the ‘undeserved loss’ and ask the person how I can help with the obvious stress they are under. What are some things that a person can influence in their lives  attitude, how they respond, how they feel What is my part? Its not what happens to us, but rather our response to what happens to us that have the potential to hurt us. “Response-ability” – ability to choose our response.

Proactive Model FREEDOM TO CHOOSE RESPONSE STIMULUS SELF-AWARENESS
INDEPENDENT WILL How many have heard of Pavlov’s dog? The stimulus and response model. - > Conditioned Response….can we recondition ourselves? Viktor Frankl was a Jewish psychiatrist who survived the death camps of Nazi Germany. While in the death camps, Frankl realized that he alone had the power to determine his response to the horror of the situation. He exercised the only freedom he had in that environment by envisioning himself teaching students after his release. He became an inspiration for others around him. He realized that in the middle of the stimulus-response model, humans have the freedom to choose. What Frankl found was that he could control his self-awareness, his imagination, his conscience, and his independent will….regardless of an initial thought, you still have control over your response. IMAGINATION CONSCIENCE

Break-out Session (10 minutes)
5 Scenarios of how a BA handled it in reactive way, how could they have handled this in a proactive way? Each group will choose a leader to present out – 1 minute per group INTERACTIVE Note: Christine or Jen writes empowering words each of the leaders speak on the whiteboard

Habit #1 – Be Proactive! “Use your R and I!” (Resourcefulness and Initiative) Act or Be Acted Upon Listening to Our Language Reactive Language Proactive Language There’s nothing I can do Let’s look at our alternatives That’s just the way I am. I can choose a different approach. He makes me so mad. I can control my own feelings. They won’t allow that. I can create an effective presentation. I have to do that. I will choose an appropriate response. I can’t I choose. I must. I prefer. If only. I will. What is the common thread? The reactive is a response to things out of the person’s control. The proactive looks at what the person can control. Reactive are the “Have” – I have to do this. Proactive are the “Be” – How can I be better?

Circle of Influence/Circle of Concern
Proactive Focus vs Reactive Focus When we focus on our circle of concern, we empower things within it to control us. When we focus on our circle of influence (the things we can control), we create a positive energy that changes ourselves. I cannot control the things around me, only my reaction to those things….focus on what you can manage, control, and influence. Proactive Focus: Positive Energy Enlarges the Circle of Influence Reactive Focus: Negative Energy Reduces the Circle of Influence

Habit #2: Begin With the End in Mind Develop a principle-centered personal mission statement. Extend the mission statement into long-term goals based on personal principles. “The personal mission statement gives us a changeless core from which we can deal with external change.” Examples: Best Practice  Start with a clear understanding of your destination. Which will allow you to take better steps to get you in the right direction.

Habit #2 - Begin With the End in Mind
Project Focus: When beginning a project, how do we ensure we begin with the end in mind? Goal Setting: How do you determine your personal/professional goals? Stephen Covey defines a personal mission statement as: “a personal constitution, the basis for making major, life- directing decisions, the basis for making daily decisions in the midst of the circumstances and emotions that affect our lives.” All things are created twice: 1) Mental Creation 2) Physical Creation – we plan everything first, then execute What are some tools the BA uses to begin with the end in mind? – Business Case, BA Plan, Success criteria, goals and objectives Its important to first visualize the end and define a plan for how to make it happen before we attempt to implement. Setting goals – passing the CBAP, how do you see yourself getting there? Visualizing success on your current projects – conceive it and believe it. How do you determine your personal/professional goals? To begin to write a personal mission statement, we must begin at the very center of our Circle of Influence (the lens through which we see the world) – this is where we define our values. Whatever is at the center of our lives will be the source for our security (sense of worth), guidance (direction in life), wisdom (perspective on life), and power (ability to accomplish or act on something)

Example: Personal Mission Statement
“To lead with integrity, creating a culture of excellence, challenging team with opportunities to take them to the next level in their personal and professional growth.” – Jennifer Mazon What are the things that should go into a personal mission statement? Focus on what you want to be (character) and do (contributions and achievements) and on the values or principles upon which the being and doing are based. To get started on your personal mission statement, ask yourself the following questions: ■ How do you want to be remembered? ■ How do you want people to describe you? ■ Who do you want to be? ■ Who or what matters most to you? ■ What are your deepest values? ■ How would you define success in your life? ■ What makes your life really worth living? February 16, 2011

Key Concepts Climbing the Ladder of Success, discover it’s leaning against the wrong wall. Efficient, but not Effective unless we begin with the end in mind. Leadership is the first creation  Being effective is making sure the ladder is leaning against the right wall. Management is the second creation.  Efficiency in climbing the ladder of success. Sharing Personal Mission Statements Review IIBA Central FL Chapter Mission “People may spend their whole lives climbing the ladder of success only to find, once they reach the top, that the ladder is leaning against the wrong wall.” - Thomas Merton Everybody is motivated and finds fulfillment in different ways so there is no blanket answer as far as which ladder people should be on. But I think a good way to assess your ladder is to ask these questions: Would you still be on this ladder, or in this profession, if your pay was cut in half? Would you still develop this talent if nobody but yourself would ever see it? As you move farther along this ladder, does it come with more free time and enjoyment or does it add stress? Is this ladder something you chose for yourself, or someone else picked for you? Do you feel happy as you climb this ladder? Leadership – What do I want to accomplish? – strategic – vision/destination (Effective) - per the BA effort BABOK v3 – Section 6. Strategy Analysis: 6.1 Current State Assess Business Needs Assess Organizational Structure and Culture Capabilities and Processes Technology and Infrastructure Policies Business Architecture Internal Assets External Influencers 6.2 Future State Business Goals and Objectives Scope of Solution Space Constraints Organizational Structure and Culture Identify Assumptions Potential Value 6.3 Risk Assessment Define unknowns Constraints, Assumptions, and Dependencies Negative Impact to Value Risk Tolerance Recommendation 6.4 Defining Change Strategy Solution Scope Gap Analysis Enterprise Readiness Assessment Change Strategy Transition States and Release Planning Management – How can I best accomplish it my goals? – tactical (Efficient) – based on what the scope is, what is the most efficient way to go about it. BABOK v3, Section 1. Business Analysis Planning & Monitoring BA Work Plan: 1.1 Plan the approach Define level of formality and detail of deliverables Define BA activities Define timing of work Define complexity and Risk Define acceptance criteria among stakeholders 1.2 Plan stakeholder engagement Perform stakeholder analysis collaboration means of communication 1.3 Define BA governance Decision Making Process Change Control process Plan prioritization approach Plan for approvals 1.4 Information Management How things are documented Traceability approach Level of abstraction Plan for reuse Where information is stored Which attributes are captured Who has written a personal mission statement they would like to share with the group? Write a list of words that describe you… Then write a list of who you want to be…

Central Florida IIBA Chapter Mission
Engage all stakeholders: students, seasoned professionals & the business community, aligned with the IIBA core model and perspectives, for the development and promotion of business analysis at all levels of the enterprise.

Habit #3: Put First Things First Spend time doing what fits into your personal mission, observing the proper balance between production and building production capacity. Identify the key roles that you take on in life, and make time for each of them. P PC Based on your personal mission, are you putting first things first? Do you feel out of balance? What actions should be taken to put you back in balance? What ways can we, as business analysts, put first things first? INTERACTIVE Habit 3 is really the fulfillment of Habits 1 (Be Proactive) & 2 (Begin with the End in Mind) – if you are focusing on what you can control and you have a mission clearly defined, you can begin to put things in the right order and determine what should be done first. Habits 1 and 2 are the creation in mind, Habit 3 is the actual creation Production – a useful product that is being produced (What is produced) Production Capacity – the process in which that product is being produced (How its produced) Keep production and production capacity in balance for true effectiveness. Be efficient and effective. You can be efficient with things, but not people. With people, you must be effective. BAs  In our daily work, ensuring that we are focusing on the critical requirements that define project success. Best Practice  Prioritizing Requirements – pushing back on low value requirements and allocating high value requirements to a quicker release [Scrum fall or Lean Startup (MVP) for accelerated realization of value]

Principles of Personal Management
With your power of independent will, you can manage outcomes. Part of what helps drive that outcome is effective time management, starting with what is most important. Then define the tasks to be completed based on urgency after the crises have been addressed. If you deal with crises, pressing problems and deadline-driven projects first, your life will be a lot easier. The essence of time management is to organize and execute around priorities.

Time Management Matrix
URGENT NOT URGENT I II IMPORTANT ACTIVITIES: Crises Pressing problems Deadline-driven projects ACTIVITIES: Prevention, PC activities Relationship building Recognizing new opportunities Planning, recreation III IV INTERACTIVE BA Emphasis Quad I – Scope Changes, Missed Requirements, Urgent/Critical Defect research Quad II – BA Work Plan, UAT Plans, Risk Plans, Change management plans, relationship building, finding new opportunities Quad III – Urgent work from the boss, some phone calls, some meetings, unplanned work Quad IV – Checking Facebook, Updating linked in, creating documentation for the sake of documentation Results: Quad I – Focus mainly on here leads to burnout, stress, crisis management, always putting out fires Quad II – heart of effective personal management. (opportunity minded) Quad III – Urgency is based on the priorities and expectations of others, not typically urgent for the recipient. Quad IV – users of Quad 3 use Quad 4 as an escape What can the BA do to be a better time manager? Focus on a process of how things can be completed at work. How will you complete and track your tasks? Focus on productivity and how value added work can be accomplished Create a BA work plan with a deliverable timeline and prioritize deliverables and outcomes. ACTIVITIES: Interruptions, some calls Some mail, some reports Some meetings Proximate, pressing matters Popular activities ACTIVITIES: Trivia, busywork Some mail Some phone calls Time wasters Pleasant activities NOT IMPORTANT

Becoming a Quadrant II Self Manager
Organizing involves 4 key activities Identifying Roles Document your key roles Selecting Goals Think if 2-3 important results you want to achieve from each role, these would be your goals Scheduling Look at the week ahead with your goals in mind and schedule time to achieve them. Daily Adapting Take a few minutes each morning to review your schedule. Prioritize around balance of roles and values Respond to… Unanticipated events Relationships Experiences Steps to help you focus on quadrant II Using this time management strategy will help you to say YES to the things that really matter to you and NO to the things that will keep you from achieving your goals.

7 Habits of Highly Effective…BAs
7 Habits of Highly Effective…BAs! Habit #4 – Think Win/Win Date: 13th May 2014 Presenter: Erin Mullen

Habit #4 : Think Win/Win Seek agreements and relationships that are mutually beneficial. Win-Win Agreements take a lot of courage and a lot of kindness – in short, a lot of integrity. A little explanation and a wake me up! Private Victory precedes Public Victory – Habits 1 thru 3 must be obtained. Habits 1-3 focus on Independence, Habit 4 begins the focus on Interdependence – only independent people can choose interdependence.

Paradigms of Interdependence
An emotional bank account is a metaphor that describes the amount of trust that’s been built up in a relationship It’s the feeling of safeness you have with another human being. Do you have more deposits or withdrawals? The most constant relationships we have require the most constant deposits. Old deposits evaporate, so we continually replenish. Need a positive balance to communicate. Sometimes the most important deposit you can make is to listen without judgment or preaching. Listen with the intent to understand. Building and repairing relationships is a long-term investment.

The Emotional Bank Account
The emotional bank account is a metaphor for the amount of trust that exists in a relationship. It is suggested that every interaction with another human being may be classified as a deposit or withdrawal. Deposits build and repair relationships, withdrawals lessen trust in relationships. Six Major Deposits Understand the Individual Attend to the little things Keep Commitments Clarify Expectations Show Personal Integrity Apologize sincerely when you make a withdrawal How do we make deposits? Understanding the individual – try to understand others as you would like to be understood, then treat them in terms of that level of understanding. Attending to the little things – little kindnesses and courtesies often go the most noticed Keeping commitments – Once the promise is broken, the next time it is made, no one will believe it. You burn the bridges by irresponsibility. Clarifying expectations – When you come into a new situation, be clear in your expectations from the beginning. The cause of almost all relationship difficulties is rooted in conflicting or ambiguous expectations. Showing personal integrity – treat everyone by the same set of principles, avoid deceptive communication, demonstration of words or behaviors. It is said that people will understand if you care enough to confront. Greater to be trusted than loved. Apologizing sincerely when you make a withdrawal – It takes a great deal of character to apologize. You cannot talk your way out of a problem you behaved yourself into. People will forgive mistakes of mind or judgment, but not so easily forgive mistakes of the heart. What are some withdrawals: Those little discourtesies, forms of disrespect or acts of unkindness make huge withdrawals. In relationships, the little things are the big things. Breaking a promise is a major withdrawal Once you have gained this interdependence it is much easier to achieve Public Victory by Win/Win negotiation Lessons learned from second grade…apply them to your project teams.

Relationships From the foundation of character, we build and maintain Win/Win relationships. Trust, the emotional bank account, is the essence of Win/Win When dealing with a person coming from a paradigm of Win/Lose, the relationship is still key. The focus is on your Circle of Influence Make more deposits into the Emotional Bank Account to gain more trust to help with those Win/Win negotiations. Trust is key! When the emotional bank account is high, there is the potential for great synergies. It emphasizes a focus on positive, cooperative energy focused on understanding and resolving issues. 2. Without trust, the best we can do is compromise; we lack the credibility for open, mutual learning, and communication. 3/4. Be proactive; show courtesy, respect and appreciation for their point of view; stay longer in the communication process; listen more with greater depth; keep hammering until they realize you genuinely want the resolution to be a real win for you both. Focus on what you can impact rather than what you can’t. We need to approach win/win from a genuine desire to invest in the relationships that make it possible.

Character (the foundation of Win/Win)
NOT URGENT ACTIVITIES: Crises Pressing problems Deadline-driven projects ACTIVITIES: Prevention, PC activities Relationship building Recognizing new opportunities Planning, recreation Six Paradigms of Human Interaction Win/Win: its not your way or my way; it’s a better way; we all win Win/Lose: I win, you lose; I get my way; you don’t get yours. These people use position, power, possessions to get their way. Value is found outside in comparison, rather than inside. Like a lawsuit, winning at someone else’s expense. Most of life is not a competition. Lose/Win: Quick to please mentality; being the nice guy even if the “nice guy finishes last”. I’m a loser, I’m a doormat, I’m worthless. People actually relish in their own weakness. Lose/Lose: 2 stubborn individuals determined to get their way and neither party wins. A person becomes so focused on an enemies behavior that they are blinded to anything other than to see that person lose. Philosophy of war. Win: Wants to win, but doesn’t want someone else to lose; thinks in terms to secure their own ends and leave it to others to secure their own. Person only concerned with their own end without consideration for the impact to others. They are left on their own. Win/Win or No deal- If there is no solution that benefits both parties then they agree to “no deal”. Most realistic at beginning of relationship. Courage – being tough, being confident Consideration – being considerate of others feelings, being nice If I have it, I can listen, understand, and still courageously confront. 5 dimensions of Win/Win. * Character, relationships, agreements, structure and systems, and processes

Processes Commit to maintain a balance between courage and consideration Roger Fisher and William Ury suggest to focus on interests and not on positions, to invent options for mutual gain, and to insist on objective criteria- some external standard that both parties can buy into How to achieve Win/Win First see the problem from the other persons point of view Second, identify the key issues and concerns involved Third, determine what results would constitute a fully acceptable solution Fourth, identify possible new options to achieve those results From the Business Analysts standpoint – you have a lot of influence without a lot of authority. Always think of win/win for the business and the IT – ask yourself, how can you make a given situation a win/win for your team and the business? Even if doing a small thing can change the way business or your team feels about a decision or an outcome, you have achieved win/win. Build effective relationships with your stakeholders – to understand win/win properly it is imperative that you know the real expectations and attitudes of various stakeholders. Be a wall of support – by being a good listener and developing a relationship of trust with your team and the business. As a BA, it is useful to find a solution to a problem where everyone wins. When people realize that you’re always helping others try to win, and trust that this is your intent, they want to engage with you more and more often. When working on projects, take the time to gather requirements from all the stakeholders involved and work to create a solution that is a win/win for all of them. Putting others down is of no value to you. Keep the emphasis on you. Why are you so great instead of why is he so bad. It will only help grow your circle of influence. Underlying competencies influenced by these habits. 9.2 Behavioral Characteristics 9.2.1 Ethics (Habit 3) 9.2.2 Personal Accountability (Habit 2) 9.2.3 Trustworthiness (Habit 4) 9.2.4 Organization Time Management (Habit 3) 9.2.5 Adaptability (Habit 4) 9.5 Interaction Skills 9.5.2 Leadership & Influencing (Habit 1) 9.5.3 Teamwork (Habit 4)

Break-out Session (10 minutes)
5 Scenarios where BA was faced with an issue on a project, how would you turn this bad situation into a Win/Win? Groups choose a leader to present out – 1 min per group INTERACTIVE Christine or Jen writes on the board key elements that made it a win/win when each team is presenting

7 Habits of Highly Effective…BAs
7 Habits of Highly Effective…BAs! Habit #5 – Seek First to Understand, then to be Understood Date: 16th July 2014 Presenter: Carlos de la Torre

Reframe for discussion
1. Do you prescribe before you diagnose? 2. Do you listen to reply? Are we really listening? Levels of Listening (in order of magnitude): Ignoring – communicate go away verbally, through body language or lack of attention. Pretending – uh huh, right, nodding, etc. Selective Listening – looking for something that sparks interest. Attentive Listening – focusing on emotion, energy or body language Empathetic Listening – what we should all strive for! 1st step of any self help – acceptance! Communication facts – input from body, sounds & finally words!

Empathetic Listening Characteristics of Empathetic Listening
“Most people do not listen with the intent to understand; they listen with the intent to reply.” – Stephen Covey Characteristics of Empathetic Listening Gets inside another person’s frame of reference; you see the world the way they see the world; you understand how they feel. Empathy is not sympathy. Sympathy is a form of agreement or judgment. It may be an appropriate response in a conversation. Empathetic listening communicates understanding emotionally & intellectually. Makes deposit in Emotional Bank Account. Psychological survival (2nd greatest need of human beings) – the need to be understood, affirmed, validated & appreciated.

Why so Hard? Empathetic Listening Examples
Risky! – it requires a great deal of security & opens yourself up to being influenced. You become vulnerable! In order to influence, you have to be influenced (paradox) Empathetic Listening Examples Initial Contact Initial Response Today

Diagnose before you Prescribe
If you don’t have confidence in the diagnosis, you won’t have confidence in the prescription! Real-World Examples INTERACTIVE

One on One Use in your daily interactions – one on one’s & any conversations. Strive to make the human element as necessary as the financial & technical. Saves time, energy and money when you tap into human resources of a business at every level. Open the door to creative solutions and third alternatives. Third Alternative (Steven Covey approach) – seeking the better things or solutions incorporating differing ideas & conflict resolution.

Habit #1: Be Proactive Habit #2: Begin with the End in Mind Habit #3: Put First Things First Habit #4: Think Win/Win Habit #5: Seek First to Understand, Then to Be Understood Habit #6: Synergize Habit #7: Sharpen the Saw Confidential

INTERACTIVE

Habit #1: Be Proactive Habit #2: Begin with the End in Mind Habit #3: Put First Things First Habit #4: Think Win/Win Habit #5: Seek First to Understand, Then to Be Understood Habit #6: Synergize Habit #7: Sharpen the Saw Confidential

Four Dimensions of Renewal
Sharpen the saw means exercising all four dimensions of our nature, regularly and consistently in wise and balanced ways. Principle from Physical Exercise: Same principle that works with emotional muscles as well, such as patience. When you exercise your patience beyond your past limits, the emotional fiber is broken, nature overcompensates, and next time the fiber is stronger. Greatest benefit from exercise will be the development of your Habit 1 muscles of proactivity. As you act based on the value of physial well-being instead of reacting to all the forces that keep you from exercising, your paradigm of yourself, your self-esteem, your self-confidence, and your integrity will be profoundly affected.

Time Management Matrix
URGENT NOT URGENT I II ACTIVITIES: Prevention, PC activities Relationship building Recognizing new opportunities Planning, recreation IMPORTANT ACTIVITIES: Crises Pressing problems Deadline-driven projects III IV ACTIVITIES: Interruptions, some calls Some mail, some reports Some meetings Proximate, pressing matters Popular activities ACTIVITIES: Trivia, busywork Some mail Some phone calls Time wasters Pleasant activities NOT IMPORTANT

EXERCISE CHALLENGE: Physical
“…minimum of thirty minutes a day, every other day.”

READING CHALLENGE: Mental
“…starting with a goal of reading a book a month, then a book every two weeks, then a book a week.”

SPIRITUAL CHALLENGE: Spiritual The Turn of the Tide by Arthur Gordon
Dr.’s 9 AM Prescription: Listen carefully Dr.’s 12 PM Prescription: Try reaching back Dr.’s 3 PM Prescription: Examine your motives Dr.’s 6 PM Prescription: Write your worries on the sand SPIRITUAL CHALLENGE: Find daily renewal in activities that are aligned with your value system.

SOCIAL/EMOTIONAL CHALLENGE:
Social/Emotional – Habits 4, 5, and 6 “Peace of mind comes when your life is in harmony with true principles and values and in no other way.” SOCIAL/EMOTIONAL CHALLENGE: Do something daily that will anonymously bless the lives of other people: influence, not recognition, becomes the motive.

“Sharpen The Saw” Challenges:
Physical: Global Corporate Challenge launches May 27th Mental: Log Books Read, BABOK v3.0, Study for CBAP Certification! Spiritual: Invest In Your Values Social: Relationships/connections…work/life balance, volunteer time, Be A Buddy Mentorship Program INTERACTIVE Physical  GCC Exercise Challenge Mental  Books to Read, BABOK v3.0, Study for CBAP Certification! Spiritual  Invest in Your Values…relook at that and determine whether or not those things you value you have a high potential to achieve Social  Plenty of opportunities over summer vacations to make connections, encourage everyone to be present…put away technology and live in the moment with your kids, family, friends, cherish the time you have together (don’t think about it in years, but in the # of visits you have left with aging family members…parents, grandparents…only may have a handful of visits left).

Going from state of Dependence to Independence with Habits 1, 2, 3 to state of Interdependence with Habits 4, 5, 6…Sharpen the Saw is the Key to All Habits  Balancing Production Capability with Production!

Confidential

BA’s 7 Habits of Highly Effective…Business Analysts! Co-Presented by Christine Hartman andJennifer Mazon May 19, 2015.

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BA’s 7 Habits of Highly Effective…Business Analysts! Co-Presented by Christine Hartman andJennifer Mazon May 19, 2015.

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Presentation on theme: "BA’s 7 Habits of Highly Effective…Business Analysts! Co-Presented by Christine Hartman andJennifer Mazon May 19, 2015."— Presentation transcript:

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