Everyone should aim to increase their knowledge and remain up to date with the latest practices. This is key for career progression and personal growth. Review what you have learned before, find some re-usable material from colleagues, forums and other sources of knowledge such as conferences. This is how “reinventing the wheel” is of real benefit.
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Reflecting an enterprise-wide view, a common language model and expanded perspectives that include Agile, the third version of the Business Analysis Body of Knowledge (BABOK Guide) has been released by the International Institute of Business Analysis for review by practitioners worldwide.
Maintaining a productive team and ending up with productive results can be complicated. Here are some of the means and methods to help you maintain productivity throughout the project lifecycle.
What types of assessments are appropriate for projects and for organizations? How can assessments be used to surface improvement areas and strengths? Our webinar Improving Project Performance Through Assessments was so popular, presenter Mark Waldorf continued the conversation with this in-depth question-and-answer session.
Trust is the currency a project leader must deal in. It requires clear communication, doing rather than telling, making human connections, being open and honest, and answering tough questions. Here are five ways to earn and keep the trust you need from your team members, stakeholders, sponsors and clients.
A significant part of project leadership is providing meaningful opportunities to team members to develop and demonstrate their full potential. But it can be a challenge to balance the need to focus on the work at hand with their desire to pursue new roles and responsibilities. A presentation to stakeholders is a good place to start.
Many project managers start their careers with informal projects, which are managed without using any formal structure, approach or control. Is that an appropriate first step for a potential PM?
“Project” is a huge, broad word that has such rich possibilities in terms of helping define how people do what they do and how organizations achieve their goals, create change, and deliver value. We are moving toward not defining work by its features or attributes, but in terms of what needs to get done, and figuring out the best way to do it. We call this The Project Economy.
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.
Assuming PM is in your blood, you may still be finding it difficult carving out your niche. Do you want to be a project manager extraordinaire, a project portfolio manager, project analyst, a project administrator or perhaps lead a PMO? So many choices...but where to begin?