Question: After being team lead for our Customer Operations business unit transformation project, I’ve been offered a position to head the new department. It will now also include Information Technology (IT). Here’s my issue up front: I’m a traditional project manager and now I’ll have nine business analysts and an agile IT team to lead. Who is responsible for what on projects now? I need to figure this out fast.
Business analysts replace project managers, so once you assign a BA to a project, your work is over. All you will need to do is help referee the conflicts between the BAs and the IT teams.
If your business analysts are trained and certified, they’ll know their own roles or can adjust quickly to what you want them to do. The agile IT team should be fairly self-directed. All you need to understand is who does what, present the responsibility chart and stand back ready to support them if needed.
Agile teams do not need any supervision or direction over and above their own ScrumMaster, who is 100% devoted to one project at a time. Ask your BAs if they will cross-train as ScrumMasters to maximize the number of projects you can run at any one time.
Due to the new strategic and business requirements from PMI, project managers have now been renamed. Just have your newly christened business analysts do what project managers have always done.
The whole point of Earned Value Management is to use past project performance measurements to depict the current standings and predict future efforts and resources required to complete the project goals. If you think in pictures, this illustrated formula will aid in your pursuit of certification or provide a refreshing perspective for veteran practitioners.
The PM octagon is an illustration of the convergence of key project management knowledge, processes and practices to guarantee project success from a practical perspective regardless of the project's scope or size, or the organization or industry. This articles discusses the octagon, along with more concepts essential to understanding it.
It may be tempting to overlook stakeholder management when facing tight deadlines. The author explains the perspectives of the many stakeholders along the supply chain and how each of them has an impact upon someone else. Everyone from the manufacturer to the final customer is able to recognize the benefits of successful project stakeholder management.
This paper advocates for a shift in approach to change management, from the tactical to the strategic, in which change management is integrated into a project management framework for Enterprise Content Management (ECM) implementations. Preparing a client for change is a good business practice that makes strategic sense—both for the client and for the organization implementing the change.
Everyone should aim to increase their knowledge and remain up to date with the latest practices. This is key for career progression and personal growth. Review what you have learned before, find some re-usable material from colleagues, forums and other sources of knowledge such as conferences. This is how “reinventing the wheel” is of real benefit.
Are you a budding project managers or aspiring for PMP certification? Or just need a good refresher on some important PM basics? This article looks at the seamless interdependency of project management knowledge areas and processes.
This article aims to embrace project management as a necessary skill regardless of profession. Its focus is to paint a picture of the profession as a foundation for being able to successfully oversee disparate parts of a whole regardless of environment, managing the components in a way that creates value.
Pursuing overseas or cross-borders business requires an understanding of the country and political risk—it is, indisputably, a key consideration. The author demonstrates how PMI risk management processes and best practices can be customized to expand the picture of country political risk assessments, identification, analysis and monitoring.
How do you think about your approach to project management? Is it something well defined and fixed? Is it evolving and flexible? Is it mystical and incomprehensible? Or is it so innate and ingrained that you don’t even think about it? It’s an important question to consider, and one we don’t necessarily explore very often.
Vincent Chukwuemeka, the Director of Membership at the PMI Central Iowa chapter, recently interviewed James Brown, who lives and works in Central Iowa. Brown is a Director within the Platform Management organization for DuPont, and has eight PMI certifications. He took time out of his schedule to offer valuable insights and career advice.
Has PMI’s recent refocus on the Talent Triangle™ changed how you perceive your career? Should it? Your opportunity to diversify is now increased, and that is something this writer believes you can leverage.
How do the biases, effects, fallacies, illusions and neglects outlined in Kahneman’s Thinking, Fast and Slow (2013) affect decision making? By applying Kahneman to the Knowledge Areas of the PMBOK® Guide, the author illustrates how project managers can mitigate the effects of irrational thinking.
The application of assumptions analysis aids in the prevention of unnecessary work within the planning process group, which has an overall positive time and cost impact on the remaining process groups. Utilizing assumptions analysis lays the foundation for teaching the impact of prevention early on in the project's lifecycle.
All conflicts—no matter how big or small—are harmful to projects. They all impact time, cost and our credibility. Let's bring into focus the importance of managing conflicts to ensure that our projects succeed.
Despite participating in prep courses, boot camps and other forms of study for certification exams, many people have test anxiety. Follow the author’s suggestions on the day of the test, both before the actual test, as well as during the test, to reduce the stress involved in test taking.
It seems ironic, but this practitioner wonders if the process of creating a curriculum and multiple choice-based testing procedure leads to an over-simplification of the subject matter and inhibits learning. Maybe it is the process of creating a credential or people’s inbuilt desire to simplify ideas, but we seem to have lost practical project management guidance on dealing with uncertainty.
Having reviewed the 13 chapters of A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fifth Edition, this article explores the other important content that can be a source of questions for the CAPM and PMP exams.
PMI's Code of Ethics and Professional Conduct states: “We set high standards for ourselves and we aspire to meet these standards in all aspects of our lives--at work, at home, and in service to our profession.” But what exactly does “at home and in service to our profession” mean?
Many companies don’t have a PMO--and want to start one. But it’s tough for them to decide how to do that--and which tools or software to use, as there are so many options. In this article, the author tries to help solve this problem.
Looking for high-impact statements when you only have 30 seconds to demonstrate the value of project management--and present yourself in the best possible light? What would your elevator pitch be? It's harder than you think...
As a core team member who helped develop the Portfolio Management Professional (PfMP)® certification, this writer was eager to see the certification blossom. What better way than to attend PMI's PMO Symposium and speak about the merits of the certification--and more importantly, portfolio management?
"Ninety percent of the politicians give the other ten percent a bad reputation."