Once upon a time I wanted to be a project manager. I also applied for business analyst jobs. And so I thought it would be fun to hear from the expert on both career paths… I asked Casey some questions and he graciously shared his expertise. I hope this inspires you. Please share this with others who are interested in project management or business analysis, which are great fields for people who want to be in tech but don’t want to be developers.
Down below Casey talks about his PMP exam prep courses. This is a full suite of courses to prepare you to pass the PMP exam… I did a quick search online and found that you can get in-person classroom training to pass the exam for around $2,000 to $3,000. I found other classes for $1,000 and on-demand course for $348… the prices are all over the place. Let me know that you get all of Casey’s courses, including the PMP exam prep courses, with your Pluralsight subscription. Full retail price is $299. That is a super deal if all you want is PMP exam test prep…. and you get a whole year to do it at your own pace. The bonus is you get the other 6,500ish (give or take a few hundred) courses for that price.
But wait, it gets better! Click the pink image on the right and you can get all of that, including Casey’s PMP exam prep courses, for only $199. Seriously, why isn’t every future PMP doing this killer deal? It’s like buy one exam prep series and get a year of access to the thousands and thousands of other courses. This deal ends next Friday.
Tell us a little about your career… why are you the authority on project management and business analysis (which are two different career paths)?
In a variety of roles, including Development Director for a mobile app studio and Chief Operating Officer for a startup healthcare company, I’ve had to define missions and lead teams to accomplish objectives successfully. I find the intersection between business analysis and project management to be fascinating, where designing the solutions to challenges shifts to making those plans a reality. The relationship between these two professions is as unique as the roles analysts and project managers play in their organizations: serving as arbiters of change and creation in environments often more focused on simply maintaining or expanding on what exists today.
I’ve learned enough to know that no analyst or project manager is so complete in their individual knowledge and experience as to be unable to benefit from standards and practices developed from the collective knowledge of a global array of experts in these fields. That’s why my courses tend to focus on industry-recognized certifications and frameworks. Knowing how much the experience of each viewer may vary from others, and certainly from my own, this focus on making best practices as accessible and applicable as possible helps me to connect and offer value to PMs and analysts from a variety of industries and different backgrounds.
What are things that project managers do? What might a typical day (or month) look like?
The specific tasks project managers (PMs) might be faced with on a daily basis will vary drastically based on an organization’s structure and norms, the scope of the project in question, whether a more agile or prescriptive methodology to accomplishing project objectives is being followed, the size of the team, and a limitless array of other factors. PMs working on a standardized sprint basis to deliver incremental value to stakeholders follow a different rhythm from PMs working toward milestones or phases in long-term projects, where most value is delivered at one or a few points in time.
What doesn’t change is this: the need to balance limited resources, ensure a clear and continuous connection between work in process and underlying objectives, and a mandate to work with a wide array of stakeholders who may bring conflicting viewpoints and priorities to the project.
If I want to go into software project management, what are some recommendations you’d give me?
Working as a member of a project team can provide valuable insight into how the work of the project is accomplished and help in better assessing the complexity and worth of potential initiatives. However, the actual work of coordinating resources and managing the project can often seem subtle to even members of the project team when it is done effectively.
Taking on increasing responsibilities for administration and coordination within project teams can assist in making the transition into project management, as can studying the frameworks, methodologies, and best practices that effective project managers rely on to ensure they’re providing adequate attention to each dimension of project work.
What are some key characteristics or attributes successful project managers have?
Project managers must be effective communicators, first and most critically. Without expressing objectives and priorities clearly to others, without receiving and leveraging information from others, and without fostering support and a shared vision between stakeholders, the project will inevitably run into challenges or failure.
Secondarily, effective project managers must develop the ability to balance limited resources while best serving their organizations’ needs. Changes to either project scope, schedule, cost, quality, or resources will always impact all other factors in a variety of expected and unexpected ways. Determining what mix of these priorities best serves the organization’s underlying goals empowers effective PMs to deliver solutions.
If I want to become a business analyst, what are some recommendations you’d give me?
Successful business analysts come from a variety of backgrounds. Some may initially serve as financial or quality control analysts, while others may come from a sales background or have spent time delivering solutions as a member of a project team.
New business analysts are typically well-served by selecting positions that place a particular emphasis on their previous background. For organizations where ensuring solutions can be delivered on time is a top priority, prior experience in project environments can prove helpful. For those where defining underlying needs and objectives are most critical, communication skills and a sales background can help the analyst to gain insight from stakeholders.
Begin by building on what you know best, and never hesitate to clarify information with subject matter experts or conduct additional research if you’re not certain where the organization stands today, or what direction it should take tomorrow.
What are some key characteristics or attributes successful business analysts have?
A sense of curiosity can serve business analysts well, coaxing them to chase down leads, clarify information, and allow conversations to yield unexpected revelations. The ability to communicate with others effectively is perhaps even more critical than in project management, if that’s possible.
Maintaining a willingness to question assumptions and biases – especially those the analyst themselves brings to the table – and vigilantly ensuring that recommended actions remain aligned with underlying needs, especially when scope creep or environmental changes might lead the analyst astray, can help to ensure successful outcomes.
If I wanted to become a project manager, which of your courses should I take, and in what order, and why?
Those without much prior experience managing projects or even working with project teams would be well-served by my CompTIA Project+ (PK0-004) learning path, which starts with “Beginner’s Guide to Project Management” – this is a great opportunity to learn the fundamentals of project management and to earn a well-respected certification not requiring formal experience or training.
If you’ve been leading project teams or been managing components of projects for some time now, the PMP® learning path beginning with “Introduction to Project Management & the PMP Exam” will help you learn and apply time-tested frameworks to your project-based work. This series will prepare you to earn the gold standard in project management, the PMP® certification, and equip you with formal tools and methods that will greatly enhance your work as a project manager.
If I wanted to become a business analyst, which of your courses should I take, and in what order, and why?
The PMI-PBA learning path culminates in a certification that is particularly valuable to business analysts working in project environments, but can be useful for business analysts serving in any capacity. Introduction to Business Analysis & Needs Assessment is my most popular Pluralsight course, and provides a great overview of the value business analysts offer organizations on a day to day basis.
I’m presently creating courses for Pluralsight’s ECBA, CCBA, and CBAP certification series, each of which will prepare viewers to earn industry-leading business analysis certifications offered by the International Institute of Business Analysis. Some of these courses are available now, with more on the horizon. Stay tuned for the official learning paths to be launched later this year.