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Question: Last week, I was told that there will now be a business analyst (BA) working with my project team. To be honest, we have all the roles filled. Why are we being assigned yet another person to deal with? Isn’t it enough that they also want us to work with a second team to produce the tangible portions of this project, while we do the software and other soft deliverables? Can I refuse to accept this person into the group?
Faced with a project that had no defined scope and no project manager, this practitioner took on the role. Since then, he has completed dozens of similar projects and worked out a reliable general process with five steps.
Experience in the delivery of programs and projects addressing many aspects of emerging technology disruption is virtually non-existent. How will you manage the delivery of these strategic initiatives that include new and unfamiliar technologies?
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Join us for PMI Business Analysis Virtual Conference 2019! This virtual event will explore the latest trends in business analysis and provide you with the insights, resources, and tools to advance your career and enhance project success.
Over the years business analysis has continued to grow at a rapid rate and is often seen as a critical leadership competency for Projects, Programs, and Portfolios. Business Analysis provides important value by reducing project costs and increasing the potential return, or benefits. This PMI virtual event will provide insights on just how critical of a role business analysis plays in the overall success of project while giving you the BA insights, resources, and tools you need for total project and career success.
If you perform business analysis, your work is vital to project and program success. To most effectively support your organization and advance in your career, you need to know how to apply BA to any situation and delivery method. The new PMI Guide to Business Analysis will help you achieve this! Get an exclusive preview, with in-depth insights, at the PMI Business Analysis Virtual Conference 2017.
In this three-part podcast, Laura Paton, MBA, PMI-PBA, PMP, CBAP, CSM, the lead author of PMI’s Business Analysis for Practitioners: A Practice Guide, discusses elicitation and analysis techniques for business analysts, as well as the new practice guide and who will benefit from it.
In this three-part podcast, Laura Paton, MBA, PMI-PBA, PMP, CBAP, CSM, the lead author of PMI’s Business Analysis for Practitioners: A Practice Guide, discusses elicitation and analysis techniques for business analysts, as well as the new practice guide and who will benefit from it.
In this three-part podcast, Laura Paton, MBA, PMI-PBA, PMP, CBAP, CSM, the lead author of PMI’s Business Analysis for Practitioners: A Practice Guide, discusses elicitation and analysis techniques for business analysts, as well as the new practice guide and who will benefit from it.
Many times, project managers are not sure what that next step should be after they earn their Project Management Professional (PMP)® certification. In this webinar, we will describe several possible career paths based on our experience and share tips on how to get started.
All of us know about business processes. Any business development starts with a process organization. Before starting a new project, we also have clearly defined processes and a clear understanding of these processes. We have these processes groups in each project. We need the system approach for the project execution. Understanding Project Management processes in the context of the organization's business processes is very important. It'll help us apply various Project management methodologies, and their effective combination, as well as it gives the possibility of flexible management. This webinar will show a point of view, answering the following questions. Which business processes are we have in the project? How to effectively integrate the project management processes into the business processes of the organization? What could we do for their evolvement?
A new collaborative blog featuring the contributions from the core team members of PMI's Foundational Standard in Business Analysis. This blog will provide the community with insight into PMI's development of the standard to generate professional discussions about the content in advance of the scheduled reviews.
A collaborative blog with contributions from members of the PMI Requirements Management Community of Practice and various authors and presenters who have dealt with the topic of requirements management.
Effective requirements collection, management and traceability plus smart PM practices equals project success.
Start your requirements gathering with this all-inclusive document outlining the entire process from start to finish.
The System Requirements Specification (SRS) document describes all data, functional and behavioral requirements of the software under production or development.
This deliverable aligns with the concepts expressed in the article Strategic Requirements Management. This template should be used in conjunction with a more traditional requirements document to assist in the prioritizing of features and the finalizing of scope elements. It can also support discussions around changes in scope during the project. The cells below provide a basic summary of each column.
The Requirements Management Plan is primarily used for communications, giving all stakeholders a view on how this process is managed for your project. It completely answers the very common question, "How are you identifying and managing your project requirements?"
Even a small change can have a huge effect on a project. This impact analysis study will help you measure the effect of a potential change on your project's scope.
This planning guide will help you with the review and selection of project requirements to be included in the current scope. All requirements candidates are captured here, along with some basic information about them. Each candidate is then scored based on a number of different factors. The completed template provides a validation that the requirements ultimately approved are the ones that are the most appropriate for inclusion.
The primary purpose of this document is to track the status of change requests that have been created on the project. For smaller projects or projects where the scope is well defined, the log may not be useful. For larger, more complex projects, or for those projects where there is a lot of change, a change request log can be very useful.
The project scope statement details your project's deliverables and describes the major objectives, which includes measurable criteria for success. Use this template to document the six essential elements.
Organizational leadership often favors the development of soft skills, resulting in the gradual erosion of PM technical skills that form the foundation of any solid project management capability.
Having worked as a project manager delivering technology solutions to life sciences clients for close to a decade, this author has noticed common themes that help ensure project success. Here are six project management takeaways from delivering projects to regulated companies.
As project manager for a newly rebooted team, this author supported its natural drive for a culture emphasizing work order data integrity. A key ingredient for the project’s success was approaching the transformation project through the role of a “scribe.”
Research and development has more pressure to deliver than any other business function. Using the consumer durable product industry as a base, this article will elaborate on four key challenges that R&D projects face—along with countermeasures that an R&D project manager can take.
The benefits of outsourcing also come with various challenges—often because the vendor will execute the work with a project mindset that has limited visibility and never really looks at it from the product mindset. Agile can help instill the right outlook.
Adaptive strategy is sometimes a response to fast-changing environments—and sometimes it’s just chaotic reaction. Here's how to use agile techniques to tell the difference between the two—and still achieve great outcomes.
Colonel John Boyd discovered that the primary determinant to winning aerial dogfights was observing, orienting, planning and acting faster. How does this apply to project management?
The need for prioritization appears when multiple projects are planned in an organization and there is a shortage of resources. In order to deliver business goals and objectives, the focus should be on projects that provide strategic value. Learn about the factors and methods involved to better prioritize your projects.
We want to do quality work. We want our results to be seen as being quality. But what does that actually mean? And how do we test for it? How can we satisfy for ourselves—and demonstrate to others—that we’ve delivered on expectations in terms of quality?
While most of the traditional QA and release management challenges are now solvable, some interesting philosophical questions/misconceptions remain for project managers and sponsors. Let’s examine a few of the common ones.
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