Abayomi Olubiyi, Author at SCILS MANAGEMENT CENTRE

Regardless of the type, size or shape, every organizations are defined by their business processes. Business processes are essentially the building blocks of any organization. Because most business processes are created adhoc to solve a business problem and then evolve, organizations need to have their processes adequately defined. When processes work well, they can significantly improve efficiency, productivity, and customer satisfaction.

However, processes that don’t work or are not well defined can lead to numerous problems. For example

Customers may complain about poor product quality or bad service.
Employess get frustrated.
Work may be duplicated, or not done.
Costs increase.
Resources are wasted.
Bottlenecks can develop, causing you to miss deadlines.

When these problems are encountered, it may signify a time to review or update the relevant process. Also new goals, new technology, and changes in the business environment can cause established processes to become inefficient or outdated, therefore process improvement or re-designed needed. To review or update a relevant process, follow the following steps:

1. Map the process
This involves defining what the business does, who is responsible and what is the standard by which the success ofthe business process can be judged. When mapping a bsuiness, you identify the process to be documented, then gather information from the process participants via interviews or observations. Also identify the start and end points of the process. You can then break the process into distinct tasks and decision points.

It’s important to explore each tasks and decision points in detail, as some processes may contain sub-steps that you’re not aware of. Consult people who use the process regularly to ensure that you don’t overlook anything important.

2. Analyze the process
By analyzing the process, you are investigating the inner workings of the process, using the process map you have created in order, to identify the strengths, weaknesses, inefficiencies and bottlenecks in the process. This enables you to create a framework for your business process improvements.

Speak to the people who are affected by the process. What do they think is wrong with it? And what suggestions do they have for improving it?

Then look at other teams in your organization. What tactics have they developed to deal with similar situations?

3. Redesign the process
Process Redesign is the approach to ensuring that a particular set of interconnected activities are performed correctly, and in the most efficient and effective manner possible.

It’s best to work with the people who are directly involved in the process. Their ideas may reveal new approaches, and, also, they’re more likely to buy into change if they’ve been involved at an early stage.

First, make sure that everyone understands what the process is meant to do. Then, explore how you can address the problems you identified in step 2 (Brainstorming can be helpful here). Note down everyone’s ideas for change, regardless of the costs involved. Then, narrow your list of possible solutions by considering how your team’s ideas would translate to a real-life context.

Start by conducting an Impact Analysis to understand the full effects of your team’s ideas. Then, carry out a Risk Analysis and a Failure Mode and Effects Analysis to spot possible risks and points of failure within your redesigned process. Depending on your organization’s focus, you may also want to consider Customer Experience Mapping at this stage.

These tests will help you to understand the full consequences of each proposed idea, and allow you to make the right decision for everyone.

Once you and your team agree on a process, create new diagrams to document each step.

4. Acquire resources
You now need to secure the resources you need to implement the new process. List everything that you’ll need to do this.
This could include guidance from senior managers or from colleagues in other departments, such as IT or HR. Communicate with each of these groups, and make sure that they understand how this new process will benefit the organization as a whole. You may need to prepare a business case
to demonstrate this.

5. Implement and Communicate Change
It’s likely that improving your business process will involve changing existing systems, teams, or processes. For example, you may need to acquire new software, hire a new team member, or organize training for colleagues.

Rolling out your new process could be a project in itself, so plan and manage this carefully. Allocate time for dealing with teething troubles, and consider running a pilot first, to check for potential problems.

Keep in mind that change is not always easy. People can be resistant to it, especially when it involves a process that they’ve been using for some time.

6. Review the Process
Few things work perfectly, right from the start. So, after you roll out the new process, closely monitor how things are going in the weeks and months that follow, to ensure that the process is performing to expectations. This monitoring will also allow you to fix problems as they occur.

Make it a priority to ask the people involved with the new process how it’s working, and what – if any – frustrations they’re experiencing.

Adopt continuous improvement strategies such as Kaizen. Small improvements made regularly will ensure that the process stays relevant and efficient.

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Project Management is regarded as a very high priority as all companies or organisations, whether small or large, are at one time or another involved in implementing new undertakings, innovations and changes etc. – projects.

Imagine two teams of equally skilled builders.

They set out to build a house. Each house must look and function the same, be built with the same budget, and be completed by the same date.
Both teams have a manager, but they are not cut from the same cloth.

One manager tells his team what to do, checks that everyone starts on time, and ensures no one leaves early. He also kicks off the house-building project with a team meeting by simply saying, “get it done.”

The second manager creates a written charter to clearly articulate the purpose of the project, identify stakeholders and their expectations, list major assumptions and constraints, and capture project requirements. He works with the team to build a detailed and sequenced project schedule, identify and evaluate risks, set quality standards for all tasks and deliverables. Finally, he evaluates if outside support is necessary and builds a detailed and scheduled project plan.

Of course, during the actual building of this house, team one is running around doing what they can to hit their goal. Everyone is smart, motivated, and has good intentions, but no plan for what they will do next and no formal way to share the plan in each of their heads with each other.

In other words, team one is just “making it work.”

Team two, on the other hand, is carefully monitoring each task while using their formal communications plan to share information with each other and all identified stakeholders. They are watching that their costs stay aligned with their budget while keeping an eye out for new risks. Finally, their manager focuses on removing progress-stalling impediments while protecting the project from ballooning requirements.

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Finally, when the the last nail is hammered in, team one cleans up and celebrates while team two verifies that all requirements have been met, gains consensus on project completion with all stakeholders, and captures and shares all lessons learned with other house-building teams in their company.

Which Team Would You Rather Have?

Project Management aims to give your organization focused communication, prioritized work deliverables, a stress-free and stable work environment, and control of your projects destiny.

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Project Management certifications like PMP helps the managers in gaining basic knowledge of these dimensions on which Project Manager is supposed to work.

WHY IS PROJECT MANAGEMENT IMPORTANT FOR AN ORGANIZATION? Read More »

Let’s say you’re well-qualified in your technical skills—be it Java, programming languages, infrastructure, networks or system administration. Qualifications take time and effort, but as well as learning useful skills, you’re also building confidence—your own and the others’ confidence in your ability to do a great job.

But what if you’re switching from a purely technical role to one that involves managing projects?
Or, having managed IT projects for a while, what if you want to formalize your experience with a relevant project qualification?

There’s a fair amount of choice when it comes to project management credentials. The big one that you’ll hear mentioned again and again is the Project Management Professional®, otherwise known as the PMP. It is a highly sought after certification around the world.

If you are managing a kind of large projects that demand that you put professional processes and documentation into action? Or, it becomes more important for you to have an effective working relationship with your team and good organizational skills? Choosing project management qualification will help you learn new tools and techniques that your job requires and also reflects on your professional career.

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Whether you’re a project management professional or an IT professional who manages projects, knowing how to plan, manage and monitor progress is important and can make the difference between meeting your goals for the year and not. Project management skills will certainly improve your ability to hit deadlines but this skill comes not without training. Your desire to have these skills and know-how lies at your disposal to get the job done and keep progressing in your career goals.

I can’t say whether you personally will find having a project management certification worth it. But in a competitive marketplace, with the pressure for organization and teams to be innovative but with fewer resources and more time pressures, it certainly isn’t going to hurt your career path in any way.

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Benefits of Employee Certifications for Organizations

As global organizations continue to hunt for professionals with particular skills, certification provides a clear cut way to ensure employees – current and future – have the knowledge and talent needed to help progress their career transformation.

Given digital’s incredible rate of progression and the current expansion of workforces, incorporating certification into a workplace means introducing consistent, measurable and industry-recognized standards. Employees know what to expect and how they measure against their peers while employers gain a workforce that feels invested in resulting in increased sales and repeat business. As work environments continue to evolve –e.g. Flexibility, mobility, leadership development and performance management – learning is one of the biggest factors to the culture of an organization.

According to Deloitte’s Global Human Capital Trends 2016 more than 8 in 10 executives view learning as an important or very important issue. Employees at all levels now expect dynamic, self-directed and continuous learning opportunities.

Despite this many learning and development organizations are struggling with internally focused and outdated platforms and static learning approaches.

This is not only a problem of skills development, but also one of engagement. In today’s highly competitive global economy and intensely competitive talent market, companies that do not constantly upgrade skills and rapidly build leaders will not be able to execute their business plans.

For high-performing organizations that are adapting to this new learning culture, their L&D teams are building internal knowledge sharing programs, developing easy-to-use portals and video sharing systems and promoting collaborative experiences. A big part of this is continuous learning and professional qualifications that can go some way to improving employee learning and provide long-term success through:

Improved staff efficiencies: Certified staff are more conducive and perform better. A recent survey that explored the value of IT certification found that those with a certification were 90% more productive and 60% more efficient compared to those without.
Improved productivity and reduced cost: Employees with certifications tend to stay with organizations longer, reducing hiring costs and minimizing disruption to the business. With 41% of companies3 stating a bad hire can cost at least $25,000 while a quarter claim that figure is more like $50,000, a qualification can go a long way to mitigating those type of losses.
Invest in an employee’s future: Offering learning and development opportunities that add value to an employee’s skill-set and knowledge places value on their future.
Enable employees to own their career development: A continuous and flexible program that leads to certification can enable individuals to own, self-direct and control their learning. By supporting a self-directed program that caters to an individual’s needs you will develop the talent of your business which will allow your organization to innovate.
Promote wellness & trust : A study by the American Psychological Organization found that while the majority of workers were satisfied with their job overall, only half said they were satisfied with the growth and development opportunities (49%) and employee recognition practices (47%). This indicates that employees that feel valued by their employer are more likely to be engaged in their work and ultimately are more willing to stay.
Create brand advocates: Employees that are valued and happy in their jobs can become valuable assets to an organization. Employee advocates that share news of the organization across social media networks and promote the working environment, learning programs and culture can not only help to retain existing employees, but also help to attract new and skilled talent.
Superior business agility: Up-skilling staff with professional certifications makes an organization more agile and serves to improve performance. With digital transformation now a priority for many companies rather than an add-on, staff that respond quickly, keep on top of trends and embrace shifts in technologies are key.

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In the past decade, project management has been undergoing a major transformation as it is applied to information system design. When you consider that traditional project management methodology originated from the body of knowledge of an entirely different domain (engineering, mainly of the industrial and civil kind), it is not surprising that project management in the information systems arena has evolved.

When we consider traditional project management and software development approaches, several disadvantages are immediately evident. For one, the huge effort required during the planning phase of a traditional project is often so all-encompassing that half (or more) of the resources for the project are expended before any development work even show forth. Furthermore, requirements deﬁnitions are often so labor intensive and protracted that the requirements for the project have changed before development even begins.

From this context, agile project management developed.

Overview of agile project management.

Agile project management is an outgrowth of the agile software development movement. While the origins of agile project management can be traced back to ideas from a paper by Takeuchi and Nonaka in the January 1986 issue of the Harvard Business Review, it was not until Jeff Sutherland and Ken Schwaber discussed the ﬁrst agile method for software development at the 1995 OOPSLA conference that the idea gained traction. While analyzing common software development processes, they found that traditional development approaches were not suitable for empirical, unpredictable and non-repeatable processes.

Today, there are several different approaches to implementing agile methods but underlying all of the various agile movements are some basic concepts that turn traditional methodologies on their head. The “Manifesto for Agile Software Development” stated four core principles:

(1) Individuals and interactions over processes and tools.
(2) Working software over comprehensive documentation.
(3) Customer collaboration over contract negotiation.
(4) Responding to change over following a plan.

Agile project management is deeply rooted in these principles but slightly modiﬁed to make sense in the project management, rather than software development, environment. This can be seen in some of the qualities of the agile project management approach. For example, agile project management emphasizes two important concepts. The ﬁrst is that risk is minimized by focusing on short iterations of clearly deﬁned deliverables. The second is that direct communication with partners in the development process is emphasized in lieu of creating copious project documentation. The reasons these two concepts are emphasized is simple: both help a project team adapt quickly to the unpredictable and rapidly changing requirements most development projects are carried out in.

What are agile methods

Just as there are many types of projects, there are several different takes on how to best apply agile methods. Some of the most important frameworks include: Scrum, extreme project management, adaptive project management, and dynamic project management method. Of these, the general model of Scrum is most often used. In terms of agile project management, a Scrum is simply an agile, lightweight process for managing and controlling software and product development in rapidly changing environments. Like a Scrum in rugby, it shares many of the same characteristics. For example, agile project management Scrums are intentionally iterative, incremental processes that are predicated on a team-based approach. Given that systems today are usually development in ﬂuid and rapidly changing environments, one of the major reasons for using an iterative process is to help control the chaos that can result from conﬂicting interests and needs within the project team. Additionally, iterative processes are used to help enable improvement in communication, maximize cooperation, as well as protect the team from disruptions and impediments. Overall, the goal is to deliver a more suitable product more quickly than with traditional methods.

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While small businesses don’t generate the same volume of products and services or have the same level of organizational complexity as big corporations, evaluating and improving processes is critical for success.

Systems and processes that help a business run like a well-oiled machine is the premise of the management technique Six Sigma. And by keeping some of its fundamental concepts top of mind, you can help ensure your company runs smoothly and profitably.

Arguably, the biggest benefit Six Sigma brings to the organizations that practice it is the way it converts employees from passive participants who often notice problems to active participants who possess the drive to solve them.

A Six Sigma culture has the potential to literally transform employees.

Those with Six Sigma certification are cultured to see themselves and the work they do differently than traditional employees. They’re taught to:

See work in terms of process flow, and not just departments and functions
Take an active role in defining improvements and identifying solutions, instead of relying on management
Utilize the appropriate skills to create and implement solutions
Actively involve themselves in continuous improvement efforts

Why Culture Is Important

Once Six Sigma training has been instilled in employees and the transformation is complete, organizations need a company culture that sustains these attributes and prevents employees from reverting to their old behavior and mindset.

“Culture eats strategy for breakfast.”

This quote, attributed to renowned management consultant Peter Drucker, is especially true for Six Sigma. Without a company culture that supports Six Sigma methodology, employees are prone to gradually surrender the power they have acquired through Six Sigma training and return to their old behaviors of problem-solving. A strategy of continuous improvement based on Six Sigma methodology that is not supported by a Six Sigma culture has a much greater chance to fail.

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In Six Sigma, you make progress the old-fashioned way — one project at a time. In essence, projects are the unit of change; they define the collective effort by which most Six Sigma progress is accomplished. Projects represent — and in fact are — the level of granularity expressed to manage Six Sigma change, from a single process improvement to a large-scale business improvement effort.

Scope the perfect project

A Six Sigma project starts as a practical problem that adversely impacts the business and ends as a practical solution that improves business performance. The focus of a project is to solve a problem that is hurting key performance elements, such as the following:

Organizational viability
Employee or customer satisfaction
Costs
Process capability
Output capacity
Cycle time
Revenue potential

Begin your project by stating performance problems in quantifiable terms that define expectations related to desired levels of performance and timing.
As you define your Six Sigma project, pay attention to issues that warrant a Six Sigma level of effort. Consider problems that

Have a financial impact to EBIT (Earnings Before Income Tax) or NPBIT (Net Profit Before Income Tax) or have a significant strategic value
Produce results that significantly exceed the amount of effort required to obtain the improvement
Aren’t easily or quickly solvable with traditional methods
Improve performance of a specified metric or Key Performance Indicator (KPI) by greater than 70 percent over existing performance levels

Transform the problem

After you’ve framed a particular problem to become a potential Six Sigma project, the problem goes through a critical metamorphosis — it transforms from a practical business problem into a statistical problem. This way, you can identify a statistical solution, which you’ll later transform back into a practical solution.
In defining the project, you therefore state your problem in statistical language to ensure that you use data, and only data, to solve it. Using only data forces you to abandon gut feelings, intuition, and best guesses as ways to address your problems.
You can’t solve real problems just by throwing time and money at them. You need practical solutions. Six Sigma projects provide practical solutions that aren’t complex, aren’t too difficult to implement, and don’t require extensive resources to affect the improvement.
Know your goals and needs
To obtain the maximum benefit from your Six Sigma projects, you must be aware of the strategic needs, goals, and objectives of the business. You should keep those key goals and objectives in mind when you decide which problems you need to solve as part of your Six Sigma projects.
You begin by finding areas of the business that need improvement to meet business goals (Recognize). This approach leads you to determine the specific problems you need to solve to improve performance. Then you determine a statistical solution to your problem, implement the solution, and obtain the subsequent benefits.
Where to begin? Start by assessing the higher level needs of your organization, using any knowledge obtained from the voice of the customer (VOC) and the voice of the business (VOB). The VOC is all the needs and expectations your customers have for your products and services. The VOB represents all the needs and expectations of the business.
The basic idea is to assess both the VOC and VOB to identify gaps — areas where the expectations of the business and expectations of the customer are misaligned.
To help zero in on problem areas, look for themes, such as the following:

Accounts receivable and invoicing issues
Capacity constraints
Customer complaints
Cycle time or responsiveness
Excessive inventory level
Ineffective or defective services
Product returns or warranty costs
Yield and subsequent rework or scrap

Determine project responsibilities

In addition to transforming the problem from the practical domain to the statistical domain, Six Sigma projects also transform the ownership structure. Problems that begin in functional areas transform from line managers through Belts and finally on to process owner. Project responsibilities, accountabilities, and deliverables are divided between managers and the various Belts who perform problem-solving activities. Managers, including the process owner, are responsible for determining priorities and focus, while non-management personnel are responsible for implementing the solution and realizing the benefits. These project lifecycle relationships prevent Six Sigma deliverables from falling into the cracks.
Six Sigma is a team effort. Even in the Define phase, where managers are responsible for project identification and launch, the Belts assist. Generally speaking, Belts have only 20 percent of the responsibility for defining and managing improvement, while the managers have 80 percent. Later, during implementation — the MAIC portion of the breakthrough strategy — these percentages are reversed.

SCILS MANAGEMENT CENTRE in partnership with 6sigmastudy Institute offers a global certification in six sigma yellow belt, green belt and black belt.

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The Project Management Institute (PMI) offers a professional credential for project managers, known as the Project Management Professional (PMP). PMI’s professional credentialing examination development processes stand apart from other project management certification examination development practices.
The project management examination has evolved and become more difficult. The days of passing the PMP exam by memorising formulas and a handful of definitions are long gone. The study techniques based on flashcards or memorising questions and answers don’t work either. In this article , I will be sharing a four category-based techniques to passing your PMP examination.

1. Pace Yourself

You have to answer 200 questions within 4 hours so pay attention to your pace.
Attempt questions sequentially on your first pass.
Try not to spend more than 30 minutes to answer 25 questions on average. However,note that this will leave no extra time for reviewing your marked questions.
Answer every question since there is no negative marking for incorrect responses.

2. Mark and Skip Questions

Mark doubtful questions that you want to review in your second pass (maximum 30)
Skip lengthy, difficult, and complex mathematical questions especially at the beginning.
Consider marking or skipping questions with tricky terms like “best”, “least”, “always”, “sometimes”, “never”, “not correct”, etc.

3. Use the Following Stategies

Read the question carefully twice.
Eliminate unsuitable options, and then choose the best answer
Look for the option which describes the project manager as proactive since a project manager should always proactive, not reactive.
Look for the option which describes the project manager as a powerful and responsible person who has authority to make decisions regarding the project.
Determine the current stage of the project and the process being described. COnsider what is being done and what should be done next, etc. then choose the relevant option
Choose the most inclusive option when there is more than one correct option.
Be careful with absolute terms like “all”, “none”, “never”, “always”, in the options.

4. Second Pass Through Exam

Respond to all skipped questions first
Review all marked questions and change if necessary
Review the first 10 t0 15 questions and change if necessary

At SCILS MANAGEMENT CENTRE, we offer a comprehensive training that prepares you towards becoming a PMP hero, click http://scilsng.com/new-beta/courses/face-to-face-class/project-management-ffc/ to find out about our PMP training and certification.

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Six sigma is a quality improvement framework that has gained considerable popularity. Its extension Lean Six Sigma has been embraced by many organisations for improvement of quality and business competitiveness. One important factor for the popularity of six sigma and lean six sigma is their potential for improving service systems, in contrast to the conventional perceptions that only manufacturing systems can benefit from the statistics based methodologies.

Understanding the principles of six sigma can prove to make life very difficult for everyone involved, no matter how serious or trivial the matter may seen at first. Instead of explaining that six sigma offers data analysis and measurement that can lead to better solutions for various industries, you should figure out exactly how that concept could or would work in a specific industry.

For the sake of a practical example, consider a store checkout scenario. A store has ten cash registers, and only about five or six of them are open at any given time. It is wasteful to employ more people to open more registers in the situation, but customers are waiting between 5 and 10 minutes to checkout, which creates a decreased sense of satisfaction. The sales aren’t high enough to warrant opening more registers, but a process needs to be devised in order to increase the flow of customers and make people more satisfied with their transactions.

Six Sigma Tools can be used to map out a process that will streamline the checkout process and figure out where things are going wrong. Maybe you have customers with too many items all standing in the same line, or perhaps you have a cashier that is operating slowly. Perhaps it’s even the bagging process that takes longer because the cashier has to do it all. It might even be a slow and older computer system that you haven’t been able to afford to update. No matter what the issues are, Six Sigma Projects can help to find the issues, figure out where, why, and how they are happening, and help come up with an effective solution to fix them. After a successful Six Sigma Process, your wait times might go town to 4-7 minutes, which isn’t much of an improvement but it is a start.

With that, you can put a continuous improvement plan into place and work to keep decreasing that wait time until you have cut costs, added more to your bottom line, and increased customer satisfaction to a point where you can afford to keep making improvements and growing in your success. There are many other applications of Six Sigma Certification in retail sales, but this is just one example that you can consider.

If you are interested in a six sigma certification as an individual or as an organization, you can click this link http://scilsng.com/new-beta/courses/face-to-face-class/quality-management-ffc/ to register or you call Niyi (08162625986) or Yomi (07039028188)

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For those wishing to explore the range of business analysis tools and techniques, as well as to be able to prepare for the industry recognized certification exam, this is it. We have taken time to compile the frequently asked questions about business analysis as well as provide useful answers to them. We hope you will find this helpful in this period of up-skilling.

What is Business Analysis?

Business analysis is the evolving discipline that deals with identifying your business needs. It includes expressing these needs as business requirements, processes and rules (hereafter business requirements) that the business community and information professionals both interpret the same way. Business requirements serve as the basis for development, testing, deployment, and use of your future information systems. They are the starting point for lifecycle management and business driven development. In a nutshell, these are the critical success factors for delivering information technology that the business community needs and wants.

What problems does business analysis solve?

According to industry reports, the most significant contributing factors to project failure could be traced directly to poor requirements understanding and definition. In a recent Sequent Computer Systems Inc. study of about 500 IT managers the most frequently named cause of project failure was poorly defined and changing requirements. A summary of other studies on the dominant reasons that projects fail indicates that the three most common failure points in developing, enhancing or changing business systems today are:

Incomplete and/or incorrect business requirements and technical specifications
Incomplete or ineffective testing (often due to poor requirements)
Improperly managed projects (Either incompetent project management, or incomplete and incorrect requirements)

Why analyze a business area if the business experts already know what they want

A large number of information technology projects start with a solution that “has to” be implemented. The solution may or may not be the right decision. Whereas it is in IT’s best interest to deliver the solution that the end-user wants, the better the analysis of the thought process behind the decision, the easier it is for them to deliver a working system. Without sufficient understanding, IT may be implementing a solution that will not work.
One good starting point to analyzing a business area is the business analysis technique Problem Analysis.

Who is a Business Analyst?

A business analyst is a person who acts as a liaison between business people who have a problem and technical people who know how to create a solution.

What do business analysts do

Business analysis for projects is the process of analyzing how the business community does whatever the business community does and identifying potential areas for improvement. The improvements quite often include introducing new or updating existing systems, but the focus should be on helping the business community become more efficient or effective.
The primary outcome out of the business analysis process is a set of requirements at varying levels of detail that define a potential solution. Depending on the development approach this set can be business, stakeholder, solution, and transition requirements for traditional approaches or in user story format for agile development.

What makes a Business Analyst different from Project Manager?

Business Analyst ensures the product is built right according to requirement. Project Manager ensures the product is delivered on time and within budget.

What is CBAP?

CBAP means Certified Business Analysis Professional. It is one of the four (4) level certifications attainable by a business analyst or an intending business analyst.

These 4 levels are Entry Certificate in Business Analysis, Certificate of Competency in Business Analysis, Certified Business Analysis Professional and Certified Business Analysis Thought Leader.

Are the levels Pre-requisite to each other?

No. None of the levels are pre-requisite to each other. Exam level to take is dependent on years of experience and other factors (speak to our business analyst expert (NIYI): 08162625986 for more information).

Which body awards this certificate?

The Business Analysis certification is awarded by the International Institute for Business Analysis (IIBA) in Canada. The certificates are globally recognized.

As at today, we have 8525 Certified Business Analyst of various levels in the world out of which 127 are Nigerian.

For our current and upcoming business analysis training
Follow this link http://scilsng.com/new-beta/courses/face-to-face-class/business-analysis-ffc/ or call/sms/whatsapp our subject matter expert (NIYI): 08162625986

FREQUENTLY ASKED QUESTIONS ABOUT BUSINESS ANALYSIS Read More »