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Within ITIL 4 there is a lot to do about ‘control’ related to plan and improve activities. These are two specific aspects of the ITIL 4 Value Chain. The ITIL Strategist Direct, Plan and Improve module goes into depth on this topic and provides guidance to ITIL users when it comes to controlling.  

ITIL v4: Control

If we have to establish the direction, we need to define what the control is supposed to be. In ITIL 4 there is the concept of "shared government", which dispels the myth that government is linked to just the board of an organisation. Leading an organisation can be applied at many levels and each level has its own authority. In fact, each employee has a perimeter that he/she governs, has some form of authority, directs the actions to be taken and defines what the results are. ITIL emphasizes that beyond the sphere of control, people also have a sphere of influence, which means that resources can influence the decisions made by others.  

How to use ‘control’ according to ITIL 4?

ITIL 4 recommends to design and implement a goals cascade. This cascade must start from the goals and objectives that we set for ourselves. What follows are the definitions of the necessary indicators and the metrics that will support them.  

How to design a cascade

Often we start by the use of data-collection tools and collect information that is not always useful. Instead, here we start from the objectives and then define the indicators and metrics. The design of the measurement system cascades (in the image from top to bottom) is from purpose to metrics.

Of course, the measurement will then feed the indicators through the metrics, which will support the objectives and finally the ultimate goal of our needs (from bottom to top in the image).

So if it is true that it does not make sense that all decisions are taken at the same level, as it slows down the decision-making process, it is necessary to build a widespread authority. A widespread authority is created by delegating as much as possible. One way to do this is by using a metric cascade that provides the tools so that everyone can make the best decisions based on the information that he/she receives in regards to his/her own level. If the scope of control is too narrow it will always lead to pushing decisions upwards, which is something that should be avoided. If, on the other hand, the control area is too broad, there is the risk of making strategic decisions at lower organisational levels. On the one hand, restricted control leads to escalation and therefore longer times, on the other hand, less restricted control could lead to decisions with risks that are not carefully evaluated. We must therefore try to mitigate the risks by training people or providing guidelines so that decisions are aware and structured. The ITIL 4 Direct, Plan and Improve module provides the practical skills necessary to create an IT organization in continuous improvement, with a strong and effective strategic direction. ITIL DPI provides a practical method to plan and implement continuous improvement with the necessary agility. Learn more about the exam here.     ITIL® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

Olivia Le Jeune is project director for the transformation of the operational model of French Retail Banking and President of PMI France.  

What is your current job, what do you do?

I have been a project director for 3 years at the head of Retail Banking in France. Previously, I held a position which consisted of developing and establishing a project management community, at the level of the Société Générale group. Here we set up certification courses for our employees in France and internationally, in particular PMP® and ACP®, and that is how I joined the PMI (Project Management Institute). Société Générale is one of the biggest partner companies of the PMI, due to its number of certified employees (+600). My role was, therefore, to conceptualize and set up professionalization courses on 3 levels:

• Junior project manager
• Certification courses for project managers
• Project director

We gave form to the entire project management sector through thematic conferences. I was in charge of what was called "Project Bars" or "PM coffee". To start a new discussion or conference, we would start a topic, for example, "The cloud in project management, what does it mean to you?" We would then have this discussion with all sorts of employees with different profiles. We created interactive discussions on themes and collected feedback, which allowed us to raise certain issues or needs from the field. This is how we came to set up training courses and workshops at the group level. The initiative started face-to-face and following its international success, we carried out "blended project bars" both face-to-face and remote, simultaneously.  

How did you come to have a career in project management?

I own a master's degree in chemistry but due to the economic context of the time and the arrival of the euro, I was recruited into the banking sector as a programmer analyst. In those days, service companies were looking for scientific profiles because there were not enough computer scientists available. A few years later, I entered the world of project management, as an MOA project manager. I learned a lot from the service company, where I worked for over ten years. It allowed me to acquire a very diverse knowledge, to see a lot of customers, many ways of working and adaptability. In 2007 I responded to an offer from Crédit du Nord for a program PMO position. During the 5 years I worked here, I started to develop my expertise in PMO program and project management. Subsequently, I joined Société Générale. In 2016 we organized events in partnership with PMI and Microsoft, where I met a member of PMI who wanted to organize a national forum in Paris. He was looking to put together a team to set up the project, including an assistant, and I accepted the challenge. I was in charge of the second edition in 2017 and a year later I joined the board of directors of the PMI chapter France, with sponsorship and national projects as a mission. I was elected president of PMI France last year and re-elected this year. I am the second woman in France, elected president of a chapter and the first at the national level.  

Where did you get the idea of launching the Women by PMI initiative?

Statistics show us that only 25% of people involved with PMI are women (20% worldwide). We understood there was a need to create the Women by PMI project and we did so after very interesting discussions with our partner companies. The idea came from one of our volunteers working within the Schlumberger group. In view of the figures and her experience, she had the idea of creating a community of women at PMI, like the one at Schlumberger. The community focuses on Women in order to educate them about project management, PMP training and certifications.  

Why do you think the percentage of women is so low?

Project management, wrongly, is often associated with IT since job openings as a project manager are often related to IT departments. IT departments are mostly made up of more men than women. However, the world of project management is not limited to IT and encompasses a wide range of sectors where male and female are equally divided. The Women by PMI project is precisely the opportunity for us to spread information and show that project management is not only linked to the information system and IT. There is just as much need for project management in a business direction, in real estate, marketing, finance, ... I had the opportunity to interact with a young woman who felt that she was not concerned with project management in her daily life since she has the role of Product Owner. In reality, it is quite the opposite, the Product Owner is an integral part of the project. We, therefore, wish to redefine the definition of project management to clarify the discipline and all that it encompasses. I think there are a lot more women who do project management on a daily basis but are not necessarily aware of it. By informing professionals, men and women, and by clearly defining project management, we could easily increase these statistics.  

What does the Women in PMI project entail precisely?

Through this initiative we want to:

• Develop and professionalize certain companies which to date do not have knowledge of PMI and what it can provide at the corporate level.
• Popularize what project management is, the professions and what it encompasses, in order to facilitate the understanding and recognition of professionals.
• Inspiring thousands of women.
• Increase the PMI community, both in terms of professionals and partner companies, which I would like to point out are absolutely heterogeneous, from all profiles and sectors.

 

What about the practical side of the project?

Our aim is to further spread the professionalization of project management, through certifications, training courses and also mentoring. The focus is mostly, but not limited, to women. We organize a lot of initiatives, networking events, PM coffee to enable women to create and develop their own network, either with partner companies or among themselves. We held an event in November 2019, in partnership with Schlumberger for the launch of the initiative, as well as two themed networking events before the lockdown, which were all very successful. Unfortunately, all our initiatives since February have been cancelled.  

How can I join the initiative?

You can join the initiative as a member: you can register for online events as soon as they occur and participate in face-to-face events. The COVID-19 crisis has slowed the development of the initiative, but as soon as the situation allows it, we fully intend to resume our efforts. We would like to welcome new volunteers to support us and actively participate in the development of Women by PMI. This project is a real added value, beneficial not only for women but for the entire project management community and for all the people who do project management thinking of not doing it. We want to support professionals in their development, particularly through the mentoring project. Indeed, being and feeling accompanied by a senior project management mentor is a real advantage. What is extraordinary about this initiative is the meeting and mixing of all these women who share varied experiences and skills, whether they are members or not, volunteers or not, there is an enormous wealth that emerges from the diversity of the community, however intercultural it may be. To all the women of the community: know that you are welcome!   Fabiola Maisonnier Project Manager PMI France, Olivia Le Jeune President PMI France, François Delignette Sponsor of the initiative  

Olivia Le Jeune

Olivia is project director for the transformation of the operational model of French Retail Banking and President of PMI France.

As described in the Scrum Guide, there are three core roles in Scrum, responsible for meeting the project objectives: the Product Owner, the Scrum Master and the Development Team. The Scrum Product Owner is the professional responsible for maximizing the value of the product resulting from the work of the Development Team or, in other words, for maximizing business value for the project. He or she is responsible for articulating customer requirements and ensuring the business justification throughout the project. We can say this role embodies the voice of the Customer. The Product Owner is the sole person responsible for managing the Product Backlog. This means:

• Clearly expressing Product Backlog items
• Ordering the items in the backlog to best achieve goals
• Optimizing the value of the work of the Development Team
• Ensuring that the Product Backlog is visible, transparent and clear to all and that it shows what the Scrum Team will work on next
• Ensuring the Development Team understands items in the Product Backlog to the level needed.

The Product Owner is one person, not a committee. He/she may represent the desires of a committee, but those wanting to change a Product Backlog item’s priority must address the Product Owner. The Product Owner’s decisions are visible in the Product Backlog and the Development Team works according to these defined set of requirements. It’s fundamental that the entire organization respects his or her decision in order for the Product Owner to succeed.  

The Responsibilities of the Scrum Product Owner

The Product Owner represents the interests of the stakeholder community to the Scrum Team. He/she is responsible for:

• Ensuring clear communication of product or service functionality requirements to the Scrum Team
• Defining Acceptance Criteria, and ensuring those criteria are met.

The Product Owner must always maintain a dual view, understanding and supporting the needs and interests of all stakeholders, while also understanding the needs and workings of the Scrum Team. The following are the specific responsibilities of the Scrum Product Owner:

• Define the Project Vision
• Help create the Project Charter and Project Budget
• Identify Stakeholder(s)
• Help determine Scrum Master and Scrum Team members
• Help develop a Collaboration Plan
• Help develop the Team Building Plan with Scrum Master(s)
• Create Epic(s) and Personas
• Prioritize the items in the Product Backlog
• Define Done Criteria
• Create a Release Planning Schedule
• Help create User Stories
• Define Acceptance Criteria for every User Story
• Clarify User Stories
• Work with Scrum Team to commit User Stories
• Explain User Stories to the Scrum Team while creating the Task List
• Provide guidance and clarification to the Scrum Team in estimating effort for tasks
• Clarify requirements to the Scrum Team while creating the Sprint Backlog
• Clarify business requirements to the Scrum Team
• Accept/Reject Deliverables
• Provide necessary feedback to Scrum Master and Scrum Teams
• Update Release Plan and Prioritized Product Backlog
• Help deploy Product Releases and coordinates this with the customer
• Participate in Retrospective Sprint Meetings
• Secure the initial and ongoing financial resources for the project.

 

The necessary skills for being a Scrum Product Owner

The Scrum Product Owner should be a Scrum Expert, knowing Scrum processes. He/she also must have business domain knowledge and excellent communication skills. Other important soft skills, highlighted by the Scrum Guide are:

• Ability to handle uncertainties
• Negotiation Skills
• Approachable
• Proactive
• Decisive
• Pragmatic
• Goal-Oriented

  Sources: Schwaber and Sutherland, The Scrum Guide; © 2017 SCRUMstudy™. A Guide to the Scrum Body of Knowledge (SBOK™ Guide).

Project Management is and will stay a fundamental skill. Every aspect of every professional role can be considered part of project management and/or its implementation. In order to acquire the skills necessary for a successful future, it is therefore important to invest in training and professional development. There are many methods and certifications in the world of project management, but among these the most famous are certainly PMP® and PRINCE2®. We very often receive questions about the difference between the two certifications, so we decided to give you all the information by comparing the most important elements of both.  

PRINCE2 (Projects In Control Environment)

PRINCE2 is an integrated project management method that provides a set of processes and issues applicable to the management of a project from start to finish. PRINCE2 provides a model of what needs to be done, who needs to do it, and when it needs to be finished.

PRINCE2 was developed by the UK Office of Government Commerce (OGC) in 1996 and is a registered trademark of Axelos. The current version is the PRINCE2 6th Edition.  

PMP (Project Management Professional)

PMP, which stands for Project Management Professional, is a standard, a "body of knowledge" (PMBOK). It contains "everything" you need to know and do in Project Management. PMP covers the broad spectrum of project management skills and techniques that Project Managers may need to apply, such as leadership and negotiation. The certification was developed and is issued by the Project Management Institute (PMI), an authoritative body in the field of project management.   Interested to learn more about PMP? Register for our FREE webinar. Xavier Heusdens will explain why it is worth it to invest in the PMP certification.  

The differences between PRINCE2 and PMP

The key difference is that while PRINCE2 is a methodology, PMP is considered a body of knowledge. The PRINCE2 method can guide and tell you how to proceed with your projects. To help you achieve your goals, it also provides templates that you can use or adapt to your projects and the needs of your organization. PMP on the other hand, provides a framework, a body of project management knowledge. It can provide you with a range of techniques and tools that you can apply according to your needs. This means that PMP certification certifies the mastery of Project Management skills and techniques, while the PRINCE2 certification certifies the ability to manage the project in a controlled manner following the PRINCE2 method. An example. To create a plan in PRINCE2 it is necessary to estimate the activities - there are various techniques that can be applied depending on the project, but PRINCE2 does not say what these techniques are. The PMBOK instead offers an explanation and analysis of the range of estimation techniques available so that you can choose what fits best for your project.  

PMP and PRINCE2 comparison

 

Applicability

Both certifications can be applied to any type of project. They are both standards and can be adapted or tailored as needed.  

Importance and diffusion

Both are certainly two important and prestigious certifications, recognized worldwide. In general, PRINCE2 is more widespread in Europe and PMP in The United States of America. Both certifications can be required for participation in public tenders. On a more individual level, both can also improve and influence the CV and career path of a professional.  

Levels of certification and prerequisites

PRINCE2 consists of two levels: PRINCE2 Foundation and PRINCE2 Practitioner. The Foundation level contains the theoretical part of the method, so it serves to have a general understanding of the methodology. There are no prerequisites for this level, but experience in project management is recommended. The Foundation certification does not expire and is a prerequisite for accessing the next level, the Practitioner.   The Practitioner level gives the possibility to understand how to apply the method in practice. The Practitioner certification lasts for 3 years. In order to access it, you must have one of the following certifications:

• PRINCE2 Foundation,
• PMP,
• CAPM,
• IPMA.

Of course, we recommend the PRINCE2 Foundation certification as it is useful to know the method and then be able to apply it.   PMP consists of a single certification level and has well-defined prerequisites. In order to take the exam with the Project Management Institute (PMI), it is necessary to demonstrate that you have attended at least 35 hours of training and to demonstrate project management work experience. In particular:

• for those in possession of a degree, it is necessary to have achieved project management work experience for at least 4,500 hours over a minimum of 3 years
• for those in possession of a high school diploma, having achieved project management work experience for at least 7,500 hours over a minimum of 5 years.

 

Exams

The PRINCE2 exams to obtain official certifications can only be taken through an ATO (Accredited Training Organization). ATOs are accredited by Axelos. ATOs typically offer PRINCE2 training courses which include the PRINCE2 Foundation and PRINCE2 Practitioner certification exams. The PMP exam must be taken at one of the Pearson Vue centers, the only ones recognized by PMI for the exam part. The exam must be booked through the PMI, the exam preparation courses can instead be taken at an R.E.P (Registered Education Provider) of the PMI or other training institutions. A fundamental element is a certificate that demonstrates the 35 hours of training (contact hours).  

PRINCE2 and PMP. Conclusion

PMP and PRINCE2 certifications are certainly different from each other but they have a common goal: to improve the success of projects. The choice of one over the other must be based on several factors which may include your personal professional needs. You have to really understand whether you are looking for a methodology that could help improve the managing of your projects, or whether you are more curious to learn the ins and outs of project management. Another important aspect that can influence your choice between PMP and PRINCE2 is the current methodology that is used by your organization. But also market needs, personal growth, and general management may impact your choice. Of course, the two certifications are compatible: if you have the PMP certification it might be useful to learn the PRINCE2 method. Likewise, after obtaining the PRINCE2 certification, you could read the PMBOK Guide and evaluate the PMP certification to demonstrate your knowledge and skills along with your Project Management experience.  

Looking for Project Management Training? Contact Us

Do you have more questions about the differences between PMP and PRINCE2? Contact us and we will be happy to support you with more information, customized to your needs! QRP International is ATO, we are accredited by Peoplecert on behalf of Axelos and we can provide you with the necessary training to obtain the PRINCE2 certificates. We also provide preparation courses for the PMP exam.

PMP stands for Project Management Professional and is considered the golden standard for project management. The certification, provided by PMI (Project Management Institut) is recognized worldwide. The certification requests a real commitment and proven experience within the world of project management. Once certified, professionals have more possibilities in the workforce and to take the next step in their career. The organisation will also benefit from an employee that is PMP certified, as it brings lots of knowledge and experience. PMP is based on the PMBOK guide (Project Management Body of Knowledge), which is a guide created and updated by PMI every 4-5 years. The purpose of the PMBOK Guide is to recognize and explain generally accepted knowledge and systems that can be applied to projects. It is a summary of what is generally recognized as ‘good practice’.  

The benefits of PMP

The certification process of the PMP requests a time-investment and covers a lot of topics. The certification process requires dedication. However, also the benefits speak for themselves, both for the individual and the organisation. We listed the 5 main benefits:

1) New skill

The PMP certification scheme includes many new learnings. It covers both technical skills as soft skills and prepares the participant to be all round Project Manager.

2) Global recognition

PMP is universally recognised. PMP is global and the learned techniques and skills can be applied to all sorts of projects. PMP is industry independent.

3) Commitment to your profession

To be able to write ‘PMP’ behind your name, will show your colleagues, managers and recruiters that you take your profession very seriously. It shows that you are up to date regarding the latest project management developments and that you are eager to learn and constantly develop yourself.

4) Join the club

Globally there are about a million PMP certified professionals. PMI regularly organises events for these professionals to increase networking possibilities. But there are also many other online and offline communities where PM related topics are being discussed.

5) Professional growth

The PMP certification increases your chances of career growth and salary increase.  

The five areas of PMP

The PMBOK guide offers a process-based approach to project management. It breaks down project management into 49 processes, which are then grouped under PMBOK process groups and knowledge areas. The process groups guide you in what actions to take, while the knowledge areas cover the things that you need to know as a PM.   There are five different process groups: 1. Initiating Processes required to launch a new project or project phase

2. Planning Processes required to define and plan the project and its execution.

3. Executing Processes required to complete project activities and tasks

4. Monitoring and controlling Processes required to check, monitor and report the project progress and performance

5. Closing Processes required to finalize a project or project phase   The 10 Knowledge Areas that have been defined in project management are:

. Project Integration Management This knowledge area contains the tasks that hold the overall project together and integrate it into a unified whole.

. Project Scope Management This knowledge area contains the work that is included in the project. It defines and validates the scope.

. Project Schedule Management This knowledge area contains the planning of activities and schedule (start and finish dates of tasks).

. Project Cost Management This knowledge area contains the determination of the budget and manage the costs.

. Project Quality Management This knowledge area contains plans, manages and controls the quality of the project.

. Project Resource Management This knowledge area contains the planning and managing of the team and the resource allocation.

. Project Communications Management This knowledge area contains the planning, managing and monitoring of the communication to and with stakeholders.

. Project Risk Management This knowledge area contains the risk analysis, the monitoring of risks and the risk responses.

. Project Procurement Management This knowledge area contains the planning, conducting and controlling of procurement activities.

. Project Stakeholders Management This knowledge area contains the identification of the stakeholders and managing the stakeholder engagement.

  The 5 process groups and 10 knowledge areas come together in a matrix format to encompass the 49 individual processes. The processes intersect with each process group in such a way that each of the 49 processes falls under one knowledge area and one process group.  

Getting PMP certified

To be able to take the PMP certification exam, there are some basic requirements you must meet. PMI wants to keep the level high and therefore requires that the candidate must have worked as a PM for 4.500 or 7.500 hours (depending on previous education). It is also a must that the candidate has followed 35 hours of project management education. The PMP certification also requires lots of self study, it is generally assumed that 300 to 400 hours should suffice to be fully prepared. If you study 2-3 hours a day, this means that you can plan the exam about three months after you start studying. The PMP exam itself takes 4 hours and is made up by 200 multiple choice questions. Once you have passed the exam and are an official Project Management Professional, you will have to maintain your certification. This means that you have to earn 60 Professional Development Units (PDU) every three years. There are two types of professional PDU’s, ‘education’ and ‘giving back to the profession’. Interested to learn? Register for our FREE webinar. Xavier Heusdens explains why it is worth it to invest in the PMP certification.  

Holyvia is a senior consultant for a digital transformation consulting company and has been working as an Agile Business Analyst for large international groups for several years. We asked her what a Business Analyst is and what the skills needed to become one are.  

What is your current job, what do you do?

I am a senior IS consultant in a digital transformation consulting company. My assignments change roughly every 1.5 / 2 years. At the moment, I work as an Agile Business Analyst with Renault management. I help and accompany them with a project that is trying to define a tool that will manage all the applications of their dealers.  

How did you come to have a career in project management and agility?

I have a fairly mixed background, I obtained my engineering degree in electronics and computer science at ECE Paris. However, I did not want to orient myself towards the profession of the developer as I was looking for something more functional. I started out as a project management assistant where, over my seven years of experience, I was able to acquire various skills, particularly in needs management. For two years, in the continuity of my career, I became a Business Analyst.  

There is not just one definition for the job of the business analyst but several realities depending on the company where he/she works. What would be your definition of a business analyst?

As you said, there is no definite definition of the profession of Business Analyst and it is not always easy for us to define ourselves. At the start, the role is rather vague. Mainly we are present where we are needed. This is my second assignment as a Business Analyst and what I mainly take away from the role of a Business Analyst is that it can be compared to a Swiss army knife. He/she must have various skills in order to help the Product Owner, the Team Leader and the Technical Team on Agile projects. You have to know how to analyze situations, know how to express a need to the customer, know how to present a solution, know how to guide the technical team, support the Product Owner. The Business Analyst is truly multitasking. It is also my role to raise an alert if user stories are poorly written, if they are missing or if the Product Owner is overwhelmed. I sometimes take the follow-up and write them for him/her. Clearly, my role is to work in support of the Product Owner, while being close to the technical team and the team leader to know their needs in terms of technical limitations and have a 360 ° vision on each project. In my view, the Business Analyst must become familiar with the organisation of work resulting from the internal and external constraints of the company. He/she can acquire this organisational knowledge by observing all the key contributors to the project. This in order to take ownership of the way in which the user operates within the framework of his work environment and to understand the links and interactions between the roles and services of the organisation. Business processes are of course at the centre of the analysis, but we must also list all the elements that might impact the project. I would even add that the profession of a Business Analyst is open, it is not a fixed profession. As the perimeter is not always clear or well defined, it is an opportunity for the Business Analyst, to reinvent his profession and to redefine his perimeter, depending on needs, skills, desires. The business analyst has the possibility of always doing more to participate, to better help the realization of the project and to discover new things. That’s the whole point of the job.  

What are the issues/challenges that business analysts can encounter?

The main challenge is precisely this completeness. You can be a good business analyst, but it is very difficult to be a complete Business Analyst. There are always gaps or weak points in certain areas. For example, in all projects, I will be expected to know how to do SQL and queries, which is not necessarily my daily life. It is at this very moment that it is important to strike quickly, when speaking to me in technical language, to update myself quickly to at least understand the issues that are addressed to me. As the Business Analyst is expected on all fronts, responsiveness makes the difference and allows not to be excellent but at least effective on all fronts.  

What do you think is key to being an excellent business analyst?

You have to be humble, learn quickly and not be afraid to say you don't know the answer. It might have been one of my weak points at the beginning but today it has become my strength. We always work in very competitive projects, where there are high expectations of the consultant (Business Analyst). As a consultant, It can be scary to say that we do not always know the answer. However, if we do admit this, it will help to identify the issue and get closer to the right people that will be able to teach us. The second point that joins the first is listening and learning. There is always a solution to a challenge, but you have to understand from the outset how the project team works. Who are the people who can help me learn and who are the people I have to help?  

What about Agile and remote work, how have you handled the COVID situation?

I see it as a very interesting experience. To me, it proves that although human contact is pleasant, we do not especially need to be physically present in the same space to work, exchange and learn. We continued to have our meetings and ceremonies (daily meeting, sprint review) remotely using the Microsoft Teams collaborative communication application. This app also offers an interactive whiteboard on which it is possible to recreate post-its, draw, write notes or even create complex diagrams. We have not encountered any particular communication or other problems. It really depends on the projects, but since our technical team is international, we were already used to working remotely. The team on-site has adapted very well by increasing the number of mini-vision during the day.  

What are some concepts you would like to focus on in the near future to develop yourself as a professional?

In the near future, I would like to focus on project management. As a business analyst, we see and hear a lot of things regarding the project. I would like to have the position that goes with this experience acquired and which allows us to look at the project as a whole. I am also very interested in developing my skills in business strategy. Business strategy requires good analytical skills, in order to help either companies, managers or directly large projects to know how to define themselves, to embark on a market.  

Holyvia Joseph

Holyvia is a senior consultant for a digital transformation consulting company and has been working as an Agile Business Analyst for large international groups for several years.