Project managers and business analysts share many challenges and concerns, particularly in the areas of requirements, communication, stakeholders and professional development. Here are seven emerging trends, ranging from smaller projects to fewer emails, that BAs and PMs should be tracking and leveraging in 2014.
When faced with a burdensome change request, don’t just roll over or flat-out refuse. Instead, use a ‘conditional yes’ to buy time and develop a full picture of the impact. You may make the case to nix the change, but if you still end up implementing it, at least everyone will know what it takes and why it’s important.
Project managers and developers don’t always have a healthy relationship. At Metal Toad, a technology agency for the entertainment industry, a Bill of Rights helped, says Adam Edgerton, director of project management. He also discusses stage gating and other techniques that “humanize” approaches and support teams, whether they’re working in Agile or Waterfall environments. [22:20]
One of the keys to building a project portfolio management program that is embraced by the entire organization is the establishment of a common set of project artifacts. To get started, here are downloadable samples of six key artifacts, including the project brief, plan, status report, delay report, health bulletin and interdependency journal.
Small projects may not seem worth the effort of writing a charter and getting approval to do the work, but there are caveats in working on such unsanctioned efforts. Let’s explores the reasons why all projects should be considered charter-worthy, and the risks of working on unchartered projects.
Web project manager Sam Barnes, a favorite speaker at Digital PM, shares what he learned on the “dark side” when he became a client, taking bids from companies he once competed against. He also discusses the never-ending challenge of finding the right fit for each project amid innumerable methods and tools. [24:00]
Managing stakeholder expectations was a new addition to the PMBOK Guide in 2012, but savvy project managers have always understood the need to keep stakeholder interests in mind. Here is a primer on managing the stakeholders on your projects, including identifying their influence/power and developing a strategy for effective communication with them.
A transparent, collaborative estimation process that engages stakeholders can minimize project overruns caused by unrealistic schedule and budget expectations. It depends on metrics collection, analysis, risk comparison, and a structure for sharing the right information with the right people at the right time.
Tracking time and resources is indispensable to project success, but most people would prefer to avoid the process all together. It doesn’t help that some accounting systems are unnecessarily complex. Here are three common misconceptions that can compromise the value of your project accounting efforts.
Busy project managers must prioritize their time and energy when working with stakeholders. This can be accomplished by using a simple matrix to gauge their impact on your projects, based on attributes such as power, interest, influence and knowledge. Here, we will focus on power and interest.