Today’s successful project management practitioners must add value to the business by offering solutions supporting their company’s strategy. Those who cultivate and apply these four key skills can effect “change without apology” and become more meaningful contributors to their organizations and clients.
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As a project leader, one of your key tasks is to keep your teams motivated. To do so, you remind your people of the company vision, hold them accountable to targets and goals, mentor them, and support their work. But how does the one who motivates others every day stay motivated as well?
Are you working in a “what” or a “how” organization? The latter makes it difficult for a business analyst to make an impact on value creation. A career-minded BA should aim to work for a “what” enterprise, where there will be high-level opportunities to identify, prioritize and align business objectives with capabilities.
What inherent characteristics must an effective business analysts possess? Here are three.
There can be negative consequences on a project that asks a “BA personality” to serve as the project manager or a “PM personality” to act as the business analyst. When filling these roles, personality is often as important to consider as skillset.
A reformed “process maniac” would like to see more project management peers shift focus from monitoring checklists and templates to developing people skills. Here, IT project veteran Mark Calabrese shares some thoughts on communication and partnering, authority and accountability, the new PMO paradigm, and why project leaders should live in the future so their teams can succeed in the here and now.
We’re good at scrutinizing problems, but many project managers and business analysts could do a better job of fostering positive change and improving future results by giving more attention to the “bright spots” on projects — those flashes of success that often go unnoticed when other things go wrong.
The annual review is not going to go away, but good or bad performance needs to be recognized in real time, immediately and consistently.
Are you considered a sunk cost? Is it challenging to speak clearly about your value as a business analyst? Here are some suggestions for bringing ROI into the conversation with four concrete ways that BAs reduce project costs.
Is there a “secret sauce” or shortcut that will help you pass the PMP Exam? Not really. However, there are seven essential resources, concepts and best practices that will make your PMP Exam preparation go smoother.