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Should testing be part of a business analyst’s job description? No — BAs should be focused on defining requirements, which belong to the business sponsor and staff who need them met in order to be successful. Testing the solution or enhancement that results from those requirements is a very different skillset.
It is not uncommon to hear deadline-stressed project managers and team members rationalize about why requirements management is not necessary. But short-changing business analysis activities is one of the leading causes of rework and delays.
All other things being equal, the better a project’s business case and requirements are analyzed and communicated, the better the overall outcomes. And business analysts, by job definition, are going to fulfill this responsibility better than project managers.
Not every project failure is the result of inadequate performance by the project team. Sometimes the fault lies outside the project, with misplaced or moving targets. But if we want more successful projects, there are some simple techniques we can use to ensure that we hit the target first time, every time.
How two interactivive games help Agile coach Portia Tung explain theory, principles and common pitfalls, from defining project goals to removing constraints.
The idea that customer service is part of a project manager’s job description is not much in debate. So why is it so often relegated to an afterthought when planning a project and gauging its ultimate success or failure? For better or worse, we’re only as successful as our last customer thinks we are.
Everyone seems to agree on the importance of scope, but there is much less agreement on what it is and where to find it. By focusing on a project’s “product” (whether tangible or intangible), project managers create greater clarity around the implication of all changes.
Fixed contractual restrictions like timelines, budget and scope can be impractical on the Agile project. Here, Agile thought leaders Rachel Weston and Chris Spagnuolo share some ideas for breaking through the “iron triangle” during the contract phase of an Agile project.
The plan looks good on paper. Competent professionals are executing it. But unexpected delays and costs still crop up. It could be the one area of project management where your years of experience can actually hurt you: assumptions. So how do you weed them out of your plan? Here are some unassuming ideas.
The role of product manager is one that is poorly understood, with different interpretations among organizations. But whether you’re working for a small software company or a big consumer electronics manufacturer, these ten steps can transform product management from being a reactive tactical process to a strategic asset.
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