Road Map

Month End

How to get the IP address in SQL

select client_net_address, session_id from sys.dm_exec_connections where net_transport = 'TCP

This may search only for the "TCP" but there were "namepipe" as well which may unknown to me..

http://www.sqlservercentral.com/Forums/Topic1010535-391-1.aspx#bm1010543


To get the database ID

SELECT SUBSTRING(db.name,1,30) AS Database_Name,
db.database_id AS Database_ID
FROM sys.databases db
ORDER BY Database_ID;
go

What does a Business Analyst Do…..

The qualified business analyst wears many hats. He or she is a negotiator, a skilled listener, a motivational speaker, and a team leader. His or her title may include that of systems analyst, requirements analyst, or project manager. The business analyst may or may not have a degree in business analysis. He or she may not be able to write code. However, the business analyst is educated in the process necessary to produce the code. He or she may even come from an IT department. But what is it they do?

The business analyst is someone capable of troubleshooting.. He or she will be able examine data and other information gathered to determine losses experienced by the company. The business analyst will be able to compare previous facts and figures to current numbers to deduce or predict where failure may occur. He or she will be able to examine information gathered by stakeholders to assess risks of certain project programs.

The business analyst is an objective listener. He or she will be able to speak to stakeholders and hear the needs determined by the management. The business analyst will be able to ask questions which could lead to certain discoveries once overlooked. The qualified business analyst gain knowledge of a situation by listening to team leaders and end users. He or she will hear the underlying message of what is being developed versus what is needed.

The business analyst is a negotiator. He or she will be able to involve themselves with departments and teams to allow the teams to work together. The business analyst will realize conflicts among departments. He or she will work side by side with each team to negotiate a compromise so the project is not jeopardized. The business analyst will motivate the teams to recognize their strength and weakness and allow them to excel and overcome. He or she will develop a rapport with department heads and stakeholders to rally the teams into completing the tasks at hand.

The business analyst may be asked to centralize services for more efficient work environments. He or she may be asked to reduce duplication processes occurring between departments. The qualified business analyst may be asked to develop relations with external sources when necessary to deliver services needed for project completion. The duties of the business analyst are never ending. He or she is a useful asset to the company.

The business analyst is a visionary. He or she usually thinks outside the box. Always in the know about latest technological advances, the business analyst will know when a program is capable of being utilized by the company. He or she will know how to determine a need when the situation arises. This way the business is not left behind and can keep up with corporate peers.

Sometimes the business analyst is forgotten amongst the bustle of corporate strategy. However the business analyst will be the always be the innovative link between each and every department and stage of development in the project program.

Author: Tony de Bree

Abstraction

http://www.modernanalyst.com/Resources/Articles/tabid/115/articleType/ArticleView/articleId/196/What-Does-a-Business-Analyst-Do.aspx

PM Vs BA

PMBOK (Project Management Body Of Knowledge)

Knowledge Area: Project Management

BABOK (Business Analysis Body Of Knowledge)

Knowledge Area : Requirements

PMBOK	BABOK
Knowledge Areas
Project Scope Management	Enterprise Analysis
Project Integration Management	Requirements Planning and Management
Project Time Management	Requirements Elicitation
Project Cost Management	Requirements Analysis and Documentation
Project Quality Management	Requirements Communication
Project HR Management	Solution Assessment and Validation
Project Risk Management
Project Procurement Management
Project Communications Management

Main Process of PMBOK

• Initiating
• Planning
• Executing
• Controlling
• Closing

Mapping Between PMBOK & BABOK

PMBOK	BABOK
Project Scope Management Project Risk Management	Enterprise Analysis
Project Integration Management Project Time Management Project Cost Management Project HR Management	Requirements Planning and Management
Project Communications Management	Requirements Communication
Project Quality Management Project Procurement Management	Solution Assessment and Validation

Missing BABOK Knowledge Areas

• Requirements Elicitation
• Requirements Analysis and Documentation

BA

The purpose of this is to describe the breadth of the business analysis professional
role and to offer concrete strategies for working effectively in this arena. This role is
frequently misunderstood. The individuals who perform business analysis work have
varying titles: systems engineer, product manager, requirements engineer, business
systems analyst, project manager, developer, system architect. the
title business analyst will be used to represent the business analysis professional. It is
critical for business analysts to understand the larger context within which they work: the
enterprise, the project, and the technical environment. A business analyst is expected to
completely understand the business domain which he or she represents, understand how
this business area fits into the enterprise as a whole, and understand how current and
future technology can support the work of the business, along with helping to develop
ideas for improvement of the business processes. This is a tall order. When new business
analysts begin to understand the expectations of the role, they are often overwhelmed.
This is not a profession where one becomes an expert overnight. Knowledge and skills
can be continually updated and improved, making the analyst more effective and valuable
to an organization.

Many organizations have put individuals into business analysis roles who do not have the
aptitude and/or passion to be successful in the business analysis profession. This
sometimes occurs due to a lack of understanding of the skills and the role. If requirements
are thought of as simply “documentation” and the business analyst as a “documenter” or
“requirements specifier” (IBM’s Rational Unified Process®), the organization will
continue to have problems with projects even after implementing a formal business
analysis position. Be careful with titles vs. roles. Titles are important. Business analysis
professionals should not have titles like “procedure writer” or “documentation specialist.”
Titles should reflect the scope of the job. The title business analyst is very popular in the
profession because it uses two words that accurately describe the work: business (focus
on understanding and advocating for business stakeholders) and analysis (critical
thinking skills).

• Is it being an expert on workflow diagrams?
• Is it having a strong technical programming background so as to be able to design
software that will meet business needs?
• Is it being a strong facilitator, in order to lead requirements elicitation sessions
with large groups of people?

Yes and no. A successful BA is all of these things and something more. There is
something special and rare about the people who can combine technical knowledge,
business acumen, analytical skills, and the communication skills necessary to be
successful in this role. Excellent BAs bring value to their organizations by understanding
true business opportunities, making realistic recommendations, and facilitating the
successful implementation of these solutions.