Project Management
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Topic Teasers Vol. 94: Clearing Confusing Priorities

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: Whether I’m working on an agile or a waterfall project, we always get an overload of features or activities to complete. In theory, it sounds easy to prioritize them; but in practice, that’s where most of our projects bog down. Defining the order becomes a politely disguised free-for-all. At the end, while we may be able to set up the project, I’m still not convinced that we have made the best long-term choices for the company in our selection of which items we have elected to implement. Is there a fresh way to handle these decisions?
A. The manager or product owner who pays for the project always has the final vote. Even if you know he or she is missing important viewpoints, you should accept those decisions and work your hardest to make them deliverable. If it goes astray, it’s not your problem.
B. A business analysis tool, the Purpose Alignment Model, may be a fresh insight for your management and your team into which items on a Scrum Backlog or a project management plan should be prioritized and which should be done with a minimal amount of cost and effort. Try this fresh approach for a new view of your project work.
C. Rapid application development (RAD), which uses fourth-generation languages and frameworks such as low-code development web applications, is a technique one can use across all industries and on all types of projects. Get a clearer look about the value of each product feature by switching to RAD.
D. Some purposeful activities in modern corporations are not appropriate for project management techniques. Only governmental and not-for-profit entities can gain value by their use, since the need to get a profit or any return on investment is limited in these types of organizational structures.
Pick your answer then Test Your Knowledge!

Delivering Business Value on Agile Projects

by Dina Laresch, PMP

In a shift from traditional on-time and on-budget metrics, project managers increasingly collaborate with business analysts to measure business value as a key metric. Adopting a model based on feature analysis and determining feature business value sets the stage for results-driven, high-value project delivery.

The Epiphany: Agile + Business Analysis

by Melicia Grant

This article was birthed from the realization that business analysis can effectively contribute to the success of projects using agile approaches. The main focus of this article will be on the expected outcomes of an agile business analysis initiative.

UX Dimension in Your Projects

by Agya Pal Singh

A better understanding of the activities and processes from the user experience world may help you to incorporate UX dimension into your projects, thus adding more value for your clients. The application of these processes may vary based on the objectives and deliverables of your projects.

How Cloud Solutions Can Help PMs

by Paul Visser

In this article, we will explore how IT projects can benefit from cloud technologies, both in traditional and agile projects. Online project tools are widely available for usage (team spaces, office software, etc.), but IT projects can take this a step further and save time and costs—and reduce risks when the infrastructure goes cloud.

The Fast Track to Delay

by Ahmed Fouad Sedky

The following article discuss how fast tracking can lead to project delays, showing the most common risk and pitfalls when applying the technique. It will focus on examples from some projects in Qatar.

In Pursuit of the Perfectly Defined PMO

by Laura Burford

The term “PMO” means different things to different people, leaving room for interpretation. Determining the type of PMO requires a project manager to be a strategic thinker possessing technical project and business management expertise.

The Strategic Business Analyst

by Andy Jordan

As portfolio planning and the ability to tie strategy to execution grows in importance for organizations, what role can business analysts play to increase effectiveness?

BA vs. PM: Where Do We Draw the Line?

by Mark Mullaly, Ph.D., PMP

There’s been an increasing intersection between business analysis and project management. All of this can leave people scratching their heads and wondering what it all means. Where are the overlaps? Where are the boundaries? What does it mean to be a business analyst relative to what it means to being a project manager?

Needs and Requirements: Watching out for Mistakes

by Mike Donoghue

How does a business analysis process put together requirements with more accuracy and less mistakes? Large and small projects for both large and small organizations have challenges; however, there are a number of ways to keep them to a minimum.

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