Question: Last week, I was told that there will now be a business analyst (BA) working with my project team. To be honest, we have all the roles filled. Why are we being assigned yet another person to deal with? Isn’t it enough that they also want us to work with a second team to produce the tangible portions of this project, while we do the software and other soft deliverables? Can I refuse to accept this person into the group?
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The success or failure of an organizational agility environment can come down to the decisions of one or two project teams. Unless those teams have the confidence to act decisively, the entire organization will suffer.
Research and development has more pressure to deliver than any other business function. Using the consumer durable product industry as a base, this article will elaborate on four key challenges that R&D projects face—along with countermeasures that an R&D project manager can take.
Project management, business analysis and organizational change management are all areas where we can grow our professional careers. How should you proceed? What course of action will yield fast results and yet lay the foundation for a strong and sustainable career?
Within tier 1, construction projects’ values are usually in the hundreds of millions of dollars. Based on experiences in the tier 1 environment, this is the first in a series of articles describing basic tier 1 requirements and the project manager’s responsibilities running a live construction project. The articles are particularly intended to provide real examples to young, up-and-coming hopefuls to the project manager role.
Scope Decomposition of Complex Programs: Key Methods to Define and Manage the Scope of Large-Scale Change Initiativesby
For complex programs to achieve their strategic goals, it is not only important to decompose their scope into controllable constituents, but also to stitch the pieces back again into a cohesive whole. Scope decomposition techniques—systems thinking, WBS, and progressive elaboration—help to effectively manage programs so that they meet their stated objectives.
A solid business case is one of the fundamental building blocks of project management. The goals and objectives of any given project, at a high level, are simple—we must be good stewards of our limited resources to ensure long-term competitive edge for the business. This article provides a seven-step process to help.
The need for prioritization appears when multiple projects are planned in an organization and there is a shortage of resources. In order to deliver business goals and objectives, the focus should be on projects that provide strategic value. Learn about the factors and methods involved to better prioritize your projects.
The webinar PMI-PBA®: From "What It Is?" to "I Did It!" was full of valuable information, and the conversation continued afterward! Here, the presenter covers some additional questions and answers that came out of her presentation.