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?
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How does your organization and its hierarchy have an effect on your projects and project management? The answer is dependent upon the type of organizational structure you have in place.
Just what makes any practice or process a “best practice”? Who establishes it? What are the criteria used? Here, the author looks at a number of criteria by which a process or practice could be tested to see if it truly qualifies as “best.”
Stories of many failed Big Data projects have cast doubts on their strategic necessity and value. This raises the question of whether Big Data analytics and the associated technologies are a strategic disruption for organizational productivity, or just another hyped-up pretender of business value—a storm in a business teacup?
Project team members have to consider many more variables in their work these days. It’s not enough to simply communicate business purpose, there has to be an understanding of what that means. How can we help them understand those factors?
What can organizations do to strengthen their project delivery environments as they head into a critical year? How can they prepare that environment—and the people in it? It will require that resilience is built in to how projects are delivered.
Business analysts (BAs) should be a coveted resource in organizations—at least more than they typically are today. So why isn’t that so? This expert believes it's due to two major things...
Business transformation has always been disruptive. But as it becomes more frequent, the need to manage and minimize that disruption has become even more critical. How do organizations do that?