Business Analysis in a Benefits-Driven World

As projects focus more on outcomes and less on outputs, the role of the business analyst must evolve. What does that mean, and how do other project functions need to support it?

PMI Professional in Business Analysis (PMI-PBA)^®

Business analysis has become a competency of critical importance to project management. It’s time to become the certified expert your organization needs. If you work with stakeholders in defining requirements, shaping project outputs and driving intended business outcomes, the PMI Professional in Business Analysis (PMI-PBA)® will spotlight your valuable skills.

The Undervalued Role of Portfolio Modeling

Portfolio modeling is an important stage in strategic planning. Yet it’s rarely done well, widely misunderstood, and frequently ignored. Let's take a look at the modeling process, important factors to consider, and potential benefits.

Staying Relevant as a Project Manager

Our PM training needs to focus on driving change more than following process. Here's a list list of 14 skills a project manager should refine in order to stay relevant in the future.

Hybrid PM: The Organic Option

It's important to have a common language in project management. The rub comes when we get so preoccupied with labeling that our focus gets misdirected—we begin to concentrate on form rather than function.

Topic Teasers Vol. 111: Are You Ready For PESTLE?

Tentative Agility for Non-IT Organizations: A Step-by-Step Approach

Almost every organization has either adopted or is planning to adopt agile-based models. Implementing agile for non-IT organizations is a greater challenge and requires a different approach. This article looks at a step-by-step approach to tentative agility for such organizations.

A Key Takeaway from the Gartner PPM Summit

What one topic at the Gartner PPM Summit did virtually everyone seem to have an opinion on? How PPM professionals should deal with agile and other non-traditional approaches to managing work.

Lessen Up!

Too many organizations approve more projects than they can reliably deliver. They need an integrated view of all projects that goes beyond the large scale transformation initiatives to include smaller, often hidden efforts. Then they can better prioritize, manage and commit to a realistic work volume.

Project Software Transformation

It’s hardly surprising that project performance remains inconsistent in many organizations, who must undertake a software transformation for their project (and project-related) applications. How should an organization implement this transformation?