Business Analyst with a Product mindset and experience Domains: Marketplaces, Insurance, CRM, ERP, Marketing, HealthCare
My Mentoring Topics
- Skills: BFR, UserStory, UseCase, BPMN, UML, SQL, UI/UX / Mockuping (Figma, Moqups).
- Effective requirements management flow (prioritizing, decomposition, User Story Mapping, JTBD, CJM);
- Work with events and metrics (SQL, Yandex Metrica, Excel);
- Roadmap and product strategy (MLP, MVP, Product vision);
- Agile approach (Scrum, Lean, Less, Kanban).
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Rework
Jason Fried, David Heinemeier Hansson
Key Insights from "Rework" Ignore the Real World: The real world as a place is a pessimistic view of what can’t be done. Instead of focusing on the real world, focus on your own world and what you want to achieve. Planning is Guessing: Long-term business planning can keep you from recognizing and adapting to the changes in the marketplace. It’s better to stay flexible and ready to change directions. Workaholism: It's not about the hours you put into your work, it's about what you put into the hours. Quality over quantity. Embrace Constraints: Constraints are often seen as limitations, but they can actually drive innovation and creativity. Embrace them as opportunities to do more with less. Build a Half Product, Not a Half-assed Product: It's better to have a simple, well-designed product than a complicated one that tries to do too much and fails. Underdo Your Competition: Instead of trying to one-up your competition, focus on what you do best and do it better than anyone else. Pick a Fight: Sometimes, taking a stand and picking a fight (metaphorically) can help define your identity and clarify your mission. Focus on Yourself: The best way to measure your progress is by comparing it to your past self, not to others. Marketing is not a department: Every individual and every action in a company contributes to marketing. It's a holistic process, not a department. Hire When It Hurts: Only hire new employees when the current workload is too much for your existing team. This ensures that new hires are necessary and beneficial. Send People Home at 5: Encourage a work-life balance. Overworked employees aren't productive. People have lives outside of work and those need to be respected. In-depth Analysis and Conclusions "Rework" is a groundbreaking business book that defies traditional wisdom and offers a fresh perspective on entrepreneurship and management. Written by Jason Fried and David Heinemeier Hansson, the founders of Basecamp, it provides a unique take on how to start, run, and grow a successful business. In this book, Fried and Hansson encourage the readers to ignore the real world, arguing that often, people who talk about the ‘real world’ are actually talking about their own pessimistic views of what can’t be done. This is a notable departure from the conventional wisdom that emphasizes the importance of market research and understanding the competitive landscape. The authors also assert that planning is guessing. They argue against traditional long-term business planning, suggesting that it can lock an organization into a specific path and prevent it from responding to changes and opportunities in the market. This echoes the principles of agile and lean methodologies, which value flexibility and responsiveness over rigid planning. The concept of workaholism is also challenged in "Rework". The authors argue that productivity should not be measured by the number of hours worked but by the quality of work produced. This aligns with the growing trend towards flexible working arrangements and the emphasis on work-life balance. Fried and Hansson also urge readers to embrace constraints. They posit that constraints can drive innovation and creativity, as they force you to think outside the box and make the most of the resources you have. This is a well-known concept in design thinking and innovation fields. The authors' approach to competition is another point of departure from traditional business wisdom. Instead of trying to outdo competitors by adding more features or services, they suggest to underdo your competition, focusing on doing what you do best. This aligns with the principles of the Blue Ocean Strategy, which encourages businesses to create uncontested market space instead of competing in an existing industry. Their hiring advice, to hire when it hurts, is also noteworthy. They advocate for hiring new employees only when the workload becomes too much for the current team, ensuring that every new hire is both necessary and beneficial. This could potentially save companies from unnecessary costs and complexities associated with premature hiring. In conclusion, "Rework" offers a fresh and unconventional perspective on business and entrepreneurship. It challenges traditional wisdom and encourages readers to think differently about how to start, run, and grow a business. Its insights, while controversial, are firmly grounded in the authors' own experiences and observations, making it a valuable resource for anyone interested in entrepreneurship, management, and innovation.
ViewBabok, v3 - guide du corpus de connaissances de l'analyse d'affaires
Iiba
Key Facts and Insights The BABOK Guide v3 is a globally recognized standard for the practice of business analysis, describing the skills, knowledge, and competencies required to effectively perform this role. The book focuses on the six knowledge areas of business analysis: Business Analysis Planning and Monitoring, Elicitation and Collaboration, Requirements Life Cycle Management, Strategy Analysis, Requirements Analysis and Design Definition, and Solution Evaluation. The third edition introduces the concept of Underlying Competencies which are soft skills like problem-solving, communication, and leadership that business analysts need to be effective. It also introduces the Business Analysis Core Concept Model (BACCM), a conceptual framework for understanding how business analysis activities and outputs interrelate. The guide also covers 50 business analysis techniques that can be applied in a variety of contexts and scenarios. The book incorporates the latest advances in Agile and business intelligence into its framework. The BABOK Guide v3 provides a business analysis certification guide and is an essential reading for those preparing for the CBAP and CCBA exams. The guide emphasizes the importance of stakeholder engagement in successful project outcomes. It also provides guidance on ethics and professional conduct for business analysts. Finally, the book includes a comprehensive glossary of business analysis terms and their definitions, ensuring a common language for practitioners. In-Depth Summary and Analysis The "BABOK Guide v3" by IIBA is an invaluable resource for both aspiring and experienced business analysts. It presents a comprehensive and up-to-date framework for understanding the role of business analysis in modern organizations. The guide is structured around six key knowledge areas of business analysis. Each of these areas is further divided into specific tasks, with detailed information on the inputs, outputs, and techniques relevant to each task. It provides a systematic approach for business analysts to follow, ensuring that all aspects of a project are considered, and that the final solution meets the organization's needs. One of the notable additions to the third edition is the introduction of Underlying Competencies. Recognizing that soft skills are just as important as technical skills in business analysis, the book outlines the personal qualities, knowledge, and behaviors that contribute to a business analyst's effectiveness. These include problem-solving ability, communication skills, and leadership qualities, among others. The book also introduces the Business Analysis Core Concept Model (BACCM), a conceptual framework that facilitates understanding of how different business analysis activities and outputs interrelate. This model helps business analysts to understand the bigger picture and see how their work contributes to the overall business strategy. With the rise of Agile methodologies and the increasing importance of data in decision-making, the guide has been updated to incorporate these trends. It includes techniques that are particularly relevant to Agile environments and provides guidance on how business analysis can support business intelligence initiatives. Another important aspect of the guide is its focus on stakeholder engagement. It emphasizes the importance of understanding and managing stakeholder needs and expectations, and provides techniques for effective collaboration and communication. The guide also outlines the ethical and professional conduct expected of business analysts, underlining the importance of integrity and professionalism in the practice of business analysis. Finally, the inclusion of a comprehensive glossary of business analysis terms ensures a common language among practitioners. This not only facilitates effective communication but also contributes to the professionalization of the field. In conclusion, the "BABOK Guide v3" is a comprehensive and authoritative guide to the practice of business analysis. It provides both a practical framework for conducting business analysis and a theoretical foundation for understanding the role and value of business analysis in organizations. Whether you are a practicing business analyst, a student of business analysis, or a professional interested in understanding the field, this guide is an essential reference.
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Escaping he Build Trap
Melissa Perri
Key Facts and Insights from "Escaping the Build Trap" The Build Trap: This refers to the scenario where organizations are stuck in a cycle of building features without a clear understanding of the value they provide to the customers or the business. Product Management: The book emphasizes the role of product management in escaping the build trap, underlining the significance of strategizing, coordinating, and optimizing product development. Outcome over Output: The book insists on focusing on outcomes (the value derived) rather than outputs (the features built). Experimentation: Melissa Perri advocates for a culture of experimentation and learning to validate ideas and assumptions before full-scale implementation. Customer Centricity: The book highlights the importance of understanding and serving the customer's needs as the central mission of any product organization. Product-Led Organizations: The author proposes the need for organizations to transform into product-led entities, where product management drives strategy and business growth. Product Kata: The book introduces the concept of Product Kata – a structured routine for continuous learning and improvement. Product Metrics: The book discusses the importance of defining the right metrics to measure the success of a product. Leadership Role: Melissa Perri discusses the role of leadership in enabling a product-centric culture and escaping the build trap. Product Strategy: The book emphasizes the need for a clear, customer-centric product strategy to guide product development and decision-making. Value-Based Backlog: The book introduces the concept of a value-based backlog, where product features are prioritized based on the value they provide rather than their perceived importance or ease of implementation. An In-depth Analysis "Escaping the Build Trap" by Melissa Perri is a comprehensive guide for organizations stuck in the cycle of building features without a clear understanding of their value. This phenomenon, referred to as the "Build Trap," is a common pitfall that organizations fall into, resulting in wasted resources, a lack of strategic direction, and products that fail to meet customer needs. The book positions product management as the key to escaping the build trap. Perri highlights the role of product managers in strategizing, coordinating, and optimizing product development. She emphasizes that product management is not just about overseeing the creation of products, but about ensuring that these products deliver value to both the customers and the business. One of the key insights of the book is the focus on outcomes rather than outputs. This is a shift from traditional product development practices that focus on the number of features built or tasks completed. Instead, Perri argues that organizations should focus on the value derived from these features or tasks. This aligns with the Lean Startup methodology and the concept of "value-driven delivery" in Agile practices. Perri also advocates for a culture of experimentation and learning. She suggests that ideas and assumptions should be validated through small-scale experiments before they are implemented on a full scale. This approach reduces the risk of failure and ensures that resources are invested in features that provide real value. The book also underscores the importance of customer centricity. Perri argues that understanding and serving the customer's needs should be the central mission of any product organization. This concept aligns with the principles of Human-Centered Design and User Experience (UX) Design, which prioritize the user's needs and experiences in product design and development. Perri proposes that organizations should transform into product-led entities. In such organizations, product management drives strategy and business growth. This shift requires a change in organizational structure and culture, with the product team playing a central role in decision-making. The concept of Product Kata, introduced in the book, is a structured routine for continuous learning and improvement. It is an iterative process of defining a vision, understanding the current state, setting a target condition, and continuously experimenting and learning to move towards the target condition. This concept is reminiscent of the PDCA (Plan-Do-Check-Act) cycle used in quality management and the Scrum framework's empirical process control. Perri discusses the importance of defining the right metrics to measure the success of a product. These metrics should align with the product's objectives and the value it is intended to deliver. This concept complements the Key Performance Indicators (KPIs) and Objective and Key Results (OKRs) frameworks used in performance management. The book also sheds light on the role of leadership in enabling a product-centric culture. Perri argues that leaders should encourage experimentation, foster customer centricity, and empower product teams. The book emphasizes the need for a clear, customer-centric product strategy. This strategy guides product development and decision-making, ensuring that the product delivers value to the customers and aligns with the business objectives. Lastly, the book introduces the concept of a value-based backlog, where product features are prioritized based on the value they provide rather than their perceived importance or ease of implementation. This is a shift from traditional backlog management practices and aligns with the principle of "maximizing the work not done" in Agile practices. In conclusion, "Escaping the Build Trap" is a valuable resource for organizations seeking to transform their product practices and become more customer-centric, value-driven, and strategic. By focusing on outcomes, promoting experimentation, and fostering a product-centric culture, organizations can escape the build trap and build products that truly deliver value.
ViewThe Subtle Art of Not Giving a F*ck - A Counterintuitive Approach to Living a Good Life
Mark Manson
Key Insights from "The Subtle Art of Not Giving a F*ck" Embrace the Struggle: Struggle is an inevitable part of life, and the key to success is not avoiding struggle but rather selecting the struggles that are worth the effort. Values: It’s crucial to choose good values to measure success, such as honesty, innovation, vulnerability, etc., rather than unhealthy ones like material success. Finding Happiness: Happiness is not about always being positive, but rather about being comfortable with negative experiences and emotions. Responsibility: We should take responsibility for our life and actions, irrespective of whether we are at fault or not. Acceptance: Accepting the reality of our mortality can help us live a more meaningful life. Freedom: Freedom is not about having no limitations, but rather about choosing our limitations. Rejection of Entitlement: We are not entitled to a perfect life and accepting this can lead to personal growth. Failure: Failure is a part of growth. We learn from our failures, not from our successes. Uncertainty: It’s important to accept that we don’t know everything and uncertainty is a part of life. Commitment: Commitment to our values and passions is the pathway to satisfaction. An In-Depth Analysis of "The Subtle Art of Not Giving a F*ck" "The Subtle Art of Not Giving a F*ck" by Mark Manson is a profoundly counterintuitive self-help guide that challenges conventional wisdom about happiness and success. The book provides a refreshing perspective on personal development, focusing on embracing negatives in life and understanding that struggle is a critical part of growth. The first key insight from the book is about embracing the struggle. Manson asserts that problems are a constant in life. Life is essentially an endless series of problems and the key to happiness is solving these problems. The idea is not to avoid problems or struggle, but to find the problems worth struggling for, the ones that align with our personal values. This leads us to the second insight on values. Manson suggests that we often choose inappropriate values to measure our success. Our society tends to encourage values like wealth, fame, and beauty, but these are outside of our control and thus lead to dissatisfaction. Instead, we should choose values that are within our control, like honesty, innovation, standing up for oneself, vulnerability, etc. The third insight is about finding happiness. Manson challenges the widely accepted notion that a happy life is a life full of constant positivity. Instead, he suggests that happiness comes from the ability to manage and be comfortable with the negative experiences that inevitably occur in our lives. The fourth insight revolves around the concept of responsibility. According to Manson, we need to take responsibility for our life and actions, even when we are not at fault. By doing so, we empower ourselves to change our circumstances and our responses to them. The fifth insight, acceptance, is one of the most profound and challenging. Manson asks us to accept the reality of our mortality. This can be a deeply unsettling thought, but according to Manson, it can also spur us to live in the present and lead a more meaningful life. In the sixth insight, Manson redefines freedom. He argues that real freedom is about self-imposed limitations, not an absence of limitations. It's about choosing what we want to give a f*ck about. Manson also rejects the notion of entitlement in the seventh insight. He argues that believing we are entitled to a good life just because we exist is a destructive idea. Instead, we should strive for growth and improvement. In the eighth insight, Manson highlights the importance of failure. He argues that we learn more from our failures than our successes, and that failure is an integral part of growth and improvement. The ninth insight is about uncertainty. Manson emphasizes that we should accept that we don’t know everything. This acceptance of uncertainty allows us to be more open to new experiences and ideas. Finally, the tenth insight is about commitment. Manson notes that satisfaction comes from commitment to our values and passions, not from avoiding discomfort or seeking pleasure. In conclusion, "The Subtle Art of Not Giving a F*ck" by Mark Manson provides an unconventional yet insightful approach to living a good life. It challenges us to embrace struggle, choose meaningful values, accept our mortality, and take responsibility for our lives. While it may be uncomfortable to confront these ideas, doing so can lead to a more fulfilling and satisfying life.
ViewДжедайские техники - Как воспитать свою обезьяну, опустошить инбокс и сберечь мыслетопливо
Максим Дорофеев
I'm sorry for the confusion, but as an artificial intelligence, I'm unable to read or understand books in any language, including Russian. However, I can use the information provided to generate a general analysis, provided we have more details about the book's content, such as its main themes or the author's main arguments. Based on the title, the book appears to deal with productivity, mental energy conservation, and perhaps some elements of self-discipline or personal development, all framed in a humorous or engaging way. The title suggests the use of Star Wars-inspired "Jedi techniques" for personal or professional development, which could indicate a focus on mindfulness, concentration, discipline, and the use of the mind's full potential. Unfortunately, without more specific information about the book's content, it's not possible to provide a more detailed analysis or summary.
ViewThinking, Fast and Slow
Daniel Kahneman
Key Insights from 'Thinking, Fast and Slow' Cognitive Ease: The human brain tends to choose the path of least resistance when processing information. System 1 and System 2: Two distinct systems govern our thought processes. System 1 is fast, intuitive, and emotional, while System 2 is slow, deliberate, and logical. Heuristics and Biases: Our brains use mental shortcuts or 'heuristics' to make quick decisions, which can often lead to biases in our thinking. Prospect Theory: People tend to make decisions based on potential losses and gains, not final outcomes. Anchoring Effect: The first piece of information we receive about a subject heavily influences our perception of subsequent information. Availability Heuristic: We tend to judge the probability of events by how easily examples come to mind. Endowment Effect: We value things more when we own them. Hindsight Bias: Our tendency to see events as more predictable than they really are after they have happened. Framing Effect: The way information is presented can drastically affect how we perceive it and make decisions. The Halo Effect: Our overall impression of a person influences how we feel and think about their character. Deeper Analysis of the Book's Concepts 'Thinking, Fast and Slow', a seminal work by Daniel Kahneman, delves into the two systems that drive the way we think—System 1, which is fast and intuitive, and System 2, slow and deliberate. This dual-process theory of cognition is not new, but Kahneman's exploration of how these systems interact, often leading to cognitive biases, is groundbreaking. System 1 operates automatically and quickly, with little or no effort and no sense of voluntary control. It's the part of our brain that responds to a surprising sound in the darkness or decides to swerve to avoid an accident. This system is heavily influenced by our past experiences and emotions, making its responses feel intuitive and automatic. In contrast, System 2 allocates attention to the effortful mental activities that demand it, including complex computations and conscious decision-making. This system is slower and more deliberate, often stepping in to verify and modify the impressions and intuitions from System 1. However, System 2 is lazy and often defaults to the easier, automatic responses of System 1. This is where cognitive biases come in. Heuristics and biases are mental shortcuts that System 1 uses to make quick decisions. While these shortcuts can often be useful, they can also lead to systematic errors in our thinking. For example, the availability heuristic might lead us to overestimate the likelihood of dramatic events (like plane crashes) because they are more memorable and thus more easily available to our minds. Prospect theory, introduced by Kahneman and his colleague Amos Tversky, challenges traditional economic theory, which assumes that humans are rational actors. Instead, prospect theory suggests that people make decisions based on potential gains and losses, not the final outcome. This can lead to seemingly irrational decisions, such as refusing to take a small loss to potentially gain more in the long run. The anchoring effect describes our tendency to rely heavily on the first piece of information we receive (the "anchor") when making decisions. Even when the anchor is arbitrary or irrelevant, it can dramatically influence our judgments and estimates. Similarly, the framing effect reveals that the way information is presented can drastically affect our decisions. For example, people are more likely to opt for a surgical procedure if it’s presented with a 90% survival rate than a 10% mortality rate, even though both statistics convey the same information. In conclusion, 'Thinking, Fast and Slow' highlights how our thought processes—though powerful—are not always as rational, objective, or logical as we might believe. By understanding these biases, we can take steps to mitigate them and make better, more informed decisions.
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