Framework For Evaluation Professional Growth: Fill & Download for Free

The new curriculum of BABoK V3 includes a major component of agile methodology in the curriculum for CCBA and CBAP certifications.BABoK is a good framework for all types of Business Analysts, since it covers all the aspects of Business analysis starting from Planning to solution evaluation and strategy analysis.Hence its always worth taking up certifications like CCBA and CBAP considering the professional growth and compensation improvement.Please take a look at CBAP certification Training Online Class for any help needed for CCBA/CBAP training for certification.

Note: I've covered this topic quite a bit at smartlikehow.com if you're interested in a deeper read.Most people who get promoted into their first management roles earned the promotion by being excellent do-ers. But being a manager calls on a different, broader set of skills than being a do-er or a subject matter expert (SME). Before we get into the mistakes, it's important to understand what tends to thwart first-time managers in their new roles.The Root of the ProblemThe high performers early often don't get enough coaching on how to transition from the apprenticeship phase of their career to the leadership phase. Entry-level lawyers, consultants, bankers, software developers, marketers, and professionals in countless other categories usually begin their careers by working insanely hard on tasks assigned by their managers, with only a small portion of their work being self-directed. This layer of smart, young, relatively cheap workhorses is foundational to how most large organizations get work done. Worker bees at the bottom stay heads-down accomplishing tasks; Middle managers make sure the tasks fit into cohesive projects; Senior managers makes sure all the projects come together to accomplish a business plan. As a worker bee, the formula for career advancement seems straightforward: outwork everyone. Before long however, that formula breaks down. Assuming they advance to the next stage, the people exiting the apprenticeship stage who don’t realize that the determinants of success are about to change can be in for a rough adjustment.The reason life gets harder for people who don’t look beyond their immediate tasks is because they don’t get any practice leading others and thinking big picture (they also miss out on opportunities to create more value for the business and themselves). They can get the first promotion or two by being an exceptional worker bee. But the brute force method is no longer adequate when the next role entails more than just getting your work done. Management and leadership roles demand more creativity, nuance and people skills than are usually required when you’re cranking away on your own. At a macro-level, the evaluation criteria for determining who advances evolve roughly as follows during a career in business (and yes, I'm oversimplifying for effect):Mistake #1: Thinking You're Just a Better-Paid Do-erIf you stay heads-down and just focus on the tasks you’re assigned one hundred percent of the time, you don’t get much practice thinking big-picture and leading others. You can get the first promotion or two by being an exceptional worker bee. But the brute force method of career advancement no longer works when the next role entails more than just cranking out your work. Management and leadership roles demand more creativity, nuance and people skills than are usually required when you’re cranking away on your own.Mistake #2: Thinking that Having Good Ideas Is EnoughBecause there are always multiple issues competing for managerial attention, your idea needs to be more than just interesting if you want to be heard. Just like how public relations firms have their tactics for circulating an idea and getting it accepted by the mainstream, you need a playbook for gaining acceptance of your ideas. I’ve developed something I call the SPICES framework to help you do precisely that, which in the interest of saving space, I'll share a link to: How to Drive Adoption of Your IdeasThe road to acceptance usually involves some iteration and back-and-forth, which is why ideally you want to want to reach out to people who can give you good feedback “off the record”. After you gain acceptance for your proposal among your initial targets, expand to the next group you need to influence until you’ve reached the final decision makers. That might happen in a single step or in several depending on your situation and the kind of change you are trying to effect.Mistake #3: Being Careless with Your Time and EnergyAt all levels of leadership the questions your people bring to you are by definition the things they couldn’t solve on their own. There are few quick questions and even fewer quick answers, especially when you manage highly talented people. Every email, every quick pop-in, every "oh-by-the-way" requires you as a manager to expend precious mental energy. Once you become a manager, you are always accountable in two directions: upward to your bosses for your team’s output, and downward to your direct reports who require feedback and coaching. If you have an office with a door, it can be tempting to keep it closed all day just so you can get some work done before six o’clock in the evening. But that’s not the job.When was managing people for the first time and struggling to remain productive despite numerous pulls on my time from my direct reports, I came up with what I call the spheres of autonomy. Part of my problem at first was thinking that I needed to be dialed into every single thing my team spent their time on. As I’ve grown up I’ve learned to focus more on the outputs of my work than the inputs.The spheres of autonomy concept is as simple as it is broadly applicable. It is simply a framework for prioritizing what to care about as a manager. In my mind, I always pictured the spheres of autonomy for my direct reports in concentric circles, so that’s how I’ve illustrated them here. To begin with, think of the total area inside the very largest circle as representing the entirety of what one of your direct reports spends their time on at work:Working from the innermost sphere to the outermost, I define each sphere or zone of the graph as follows:Sphere 1: Total Autonomy – I don’t even need to know the things in this sphere are taking place. Routine emails to clients? Go ahead. You want to log a bug for the developers to investigate? Right on. You want to ask my boss a question? Go on with your bad self.Sphere 2: Heads-Up – I don’t need to be a bottleneck for these things, but keep me in the loop or copy me on the email so that I’m not surprised down the road. If I have something to add, I’ll let you know.Sphere 3: Checkpoints – Things are starting to get interesting here, and I’d like regular status on these. Check with me before you make decisions that are going to be impactful or cost real money so that I can help you make the right decision.Sphere 4: Collaboration – Either I’m directly coaching or tasking you on this, or we are working very closely together on the items in this sphere.My goal was to have as large a percentage of my team’s activities as possible fall into the first two spheres, so that I could spend the most time working with them on things that really mattered to the business and gave them professional growth opportunities. It’s not that I didn’t care about any of the smaller things, because there are myriad coachable moments to be found in the first two spheres. But prioritizing means making tradeoffs, and I needed to free up my time.If you found this helpful, come join the conversation at smartlikehow.comi also recommend reading:Charting Your Path to the C-Suite? Don’t Use ‘Top Gun’ as Inspiration

MBA Program Learning Goals and Objectives-The MBA seeks to develop students into leaders ready to tackle the challenges of today's global business environment. This is accomplished through the following learning goals and objectives:Integrative experience and experiential learningFormulate an integrative business project through the application of multidisciplinary knowledgeSocial, legal and ethical responsibilities of organisations and societyAnalyse the impact of decisions and actions on stakeholders including interpersonal, societal, environmental, and organisational considerationsApply appropriate frameworks for evaluating and creating effective organisational responses to diversityDemonstrate awareness of economic, environmental, political, legal, and regulatory contexts of global business practiceUnderstand, analyze, and apply ethics frameworks to corporate social responsibility and ethical decision makingEffect of global environment on businessEmploy effective cross-cultural communicationDemonstrate ability to manage in circumstances where business practices and social conventions are different than those in the graduate’s native countryDemonstrate awareness of commonalities among international business activities and customsStrategic and innovative thinking skills to enable effective decision-making and problem solvingDevelop skills to generate novel and value-creating products, processes, or organisational formsIdentify problems, define objectives collect and analyse information, evaluate risks and alternatives, and leverage technology to enable qualitative and quantitative methods to solve problemsAssess environment and opportunities; align business activities and develop and implement strategic change in complex and uncertain conditionsEffective oral, written and presentation communication skillsPrepare logically constructed and relevant oral and written arguments and informationDemonstrate professional interaction and communication skillsTeam participation and leadershipParticipate in producing positive team objectivesDescribe and apply appropriate influence tacticsDescribe best practices for effective leadership and demonstrate the ability to lead in organisational situationsFunctional business knowledge of marketing, operations, information technology, finance, accounting, statistics and quantitative analysisAnalyse and apply accounting information to facilitate strategic decision makingEmploy financial decision models to select appropriate projects for a business enterprise and manage firm growth through strategies such as mergers, acquisitions, international expansion, and new venture development.Hope this helps!!!Good Luck!!!