Business Analyst CV

Business Analysis is an integral role within organisations – often the role is merged with a project management roles which will see a great deal of PMs and BAs taking on a dual role, as with other areas such as change management it has become an profession which reduced budgets have forced over the years. However a Business Analyst is very much a numbers and facts role first and foremost, investigating both systems and processes. Other important areas for a successful BA are listening and negotiation skills, as such the CV needs to take a holistic view of all these skills and demonstrate this detail. This is where the CV differs to other project management CVs, when putting together the CV you must strike a balance of methods, types of assignments, user groups, and communication plans.

  • Business AnalysisProfile – the profile as with all CVs should be a short statement which highlights what it is you actually do and where your skill-set lays. Talking through (briefly) the types of assignments such as industry and core systems / processes / task in hand.
  • Achievements – Addressing achievements is something I note a lot of BAs negate from their CVs, however this is an area where you can really add some value and set yourself apart from your competitors.
  • Career History – Here is the important part, make sure you give enough detail about what you have been tasked to interrogate. Give some context in relation to the size of user groups, methods adopted, benefits, challenges and how you work (what did the role actually involve you doing).

As a Business Analyst you will look at centralising services to improve working environment  efficiency, address duplication of processes and develop 3rd party supplier relationships – so talk about it!!

BAs are visionaries and need to think outside the box, you will be on top of up-to-date processes and systems and as such will be called upon to recommend fit-for-purpose solutions which keep an organisation ahead of their competitors – give some examples!!

Because there are always elements of project management in these roles, you should also talk through these – the more adaptable you are, the greater value you add to a team (and often reduced budget). It has become increasingly difficult for everyone under the project management umbrella to secure interviews due to tighter requirements and strong competition, unfortunately reputation does little for applications if you don’t have a good CV to back up the experience. The best CVs win every time for shortlists, not necessarily the best candidates – so invest time into your CV and ensure it reaches the top of the recruitment pile.

Project Manager Interview questions – stakeholders

I always receive a mixed response from candidates regarding interview expectations, most are confident that once they are interviewed they will be offered the job – great to have such confidence and I hope the theme continues that way. However there are a number of candidates who find interviews terrifying, understandable if you haven’t had much experience of interviews or it has been a long time since your last one. The element of not knowing what to expect is where the fear kicks in for most, in this article I want to address Stakeholders.

Now, whether you are a Senior Programme Manager or a Project Admin, stakeholders are arguably the most important element of project success. Whenever I have seen a project not reach success, it has often come back to a failing communication element.

stakeholdersHere are some questions based purely on the stakeholder aspect which you should look to consider and compare with your own experiences, so you can create a number of responses to use in your forthcoming interviews. Remember to take a holistic approach to your responses, giving detail about the project/situation, your actions and finally the results achieved.

  • How do you identify the key stakeholders on your project?
    • Realistically this can be as simple as a meeting with all involved and/or;
    • Rating their level of interest and involvement in the project.
  • Once identified, what do you do next?
    • Think about stakeholder mapping, communication plans etc.
  • Give me an example of a strained stakeholder relationship, what did you do to resolve the issue?
    • A great question, which answered correctly, can really draw out your relationship building skills. Soft skills as more important than process in PM.
  • When working with external stakeholders, how do you ensure a balanced communication process is maintained?
    • This is an interesting question; it could be a trick to see what information you are willing to share with outsiders to the company. Always difficult to gauge how organisations work, some are transparent whereas others like to keep all issues in-house. Of course the core part of the question is really asking how you keep in touch with the external parties, always check questions which might generate a leading response.

Once you have some good examples to talk through – practice, give the questions to your partner/friend/colleague and run through them, ask them back what you just told them to see if you are communicating clearly. Practice makes perfect and it is all too easy to get embroiled in internal terminology (from your current/previous company), and you need to be able to engage all at the interview including HR and other non-PM people.

Project Manager Contractor – marketing, your business checklist

As a contractor, whether you are a Project Manager, PMO, Programme Manager, Change Manager, Business Analyst, Consultant to name a few, then you know only too well that you as a professional are selling your services to businesses. Yes, that’s right you are a business and as such you need to ensure you are doing all the right things to secure that next assignment.

Here’s a checklist of areas you should be addressing as a minimum to ensure you meet your goals:

  • CV – Your CV needs to be in good shape, not only are you required to have a well written document – it needs to clearly demonstrate your skills and abilities. Look to set the bar with your competitors by creating an inclusive piece of information which also includes your style/approach.
  • Website – More contractors are turning to online marketing through creating their own websites which include a comprehensive CV, case studies, contact info and further examples of achievements. This can also be a great opportunity for you to add in your style and challenges you have overcome.
  • Blog – A blog is a great way to keep fresh information flowing online (or as part of your website), it is a less formal tool which can be used to display your observations of current affairs, open up discussions with your peers over management styles, and it really does show your knowledge and commitment to PM.
  • Networking – Whether it is using your current contacts or generating new ones, this is a fantastic way to gain insight into the industry. By always keeping in touch and not just when you need something you will forge strong relationships and others will be more willing to offer up information/help/recommendations for roles etc.
  • Creating opportunities – Do your research, understand what industries are hot at the moment and identify where you can find a way into organisations. Find out who you should be speaking with, generate meetings, offer up solutions, be prepared to go the extra mile and you will be surprised by the results you harvest.

 Business cards

For further information on writing an effective contractor CV click here.  Additional information about approaching job applications through a number of routes can also be found here and identifying unadvertised roles here.

The rise of LinkedIn endorsements – Project Manager Skills Lists

We have seen LinkedIn evolving over the years and one feature which seems to becoming rather popular is the skill endorsement function. It is very easy to endorse our connections for various skills by “ticking a box” which is displayed in a list on our profiles. Quite an interesting function but does it really add value to your profile, because it is so easy to endorse others and those who have Skills listbeen endorsed may feel compelled to return the favour – which in essence isn’t a bad thing but if you are being endorsed for skills which others haven’t seen you demonstrate then the whole concept falls apart. It isn’t this aspect which I wish to address today; it is the perceived value of a list of skills on your profile which often takes the place of a CV for those interested in gaining a new role. I was talking with a client the other week that had a comprehensive list of skills on his CV, when I pointed out that it is not the best use of limited space on the CV and lists don’t help hiring managers – he questioned (quite rightly) why. I completely understand the need for adding in keywords but with no context the reviewer cannot see where/when/how they were used, therefore they should be integrated into the role remits with further detail on what that skill means in that role. When I pushed back with my client and asked why he was so keen to keep the list, he said that he had a lot of endorsements for skills on LinkedIn and felt that this must be the trend moving forward. I suggested a link to his LinkedIn profile on the top of his CV might be a more valuable way of offering up additional information to hiring managers, after all if you are to place a link to your profile there should be extra information there not just a carbon copy of your CV. With LinkedIn profiles it is a good opportunity to talk through further information and tempt in those recruiting through the website and then when they make contact you will have a CV which can back up the information provided – so it works both ways!

Making Your CV Project You