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223 items found

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Need for Speed: Efficiently and Consistently Delivering Value

Aug 18, 2015 12:00 PM EDT (UTC-4)
webinar

An Agile BA goes far beyond simply eliciting requirements. They are constantly on the hunt for new and better ways of delivering business value. They apply systems thinking to the big picture, rather than trying to document aspects of a single approach. They are, in fact, drivers of innovation.

Need to Convince Management? How to Build a Business Case

by Johanna Rothman

A business case describes the current situation, the various benefits of changing that situation, and then the options and their benefits. But if you need to write a business case, remember what matters to the person who reads it.

Needed: VP of Analytics and Information

by Vijay Sankaran

If senior business and IT executives at your company do not understand the value of information, analytics and data warehouses, your company is at a significant strategic disadvantage.

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.

Needy Clients

by Brad Egeland

It takes much more than consistent paperwork and status meetings to satisfy a demanding customer. You certainly have to deliver the basics — timely reports and revisions, updated schedules, revised issues and risks lists — but sometimes that’s just not enough.

Negating Negativity: Quashing Negativity Before It Gets Out Of Control

by David Whitemyer

Outward negativity on projects can create speed bumps toward successful project completion and can cause project failure, which is a risk no project manager can afford to take. This article discusses how to overcome negativity on projects before it gets out of control. In doing so, it examines the different approaches required when turning around a bad attitude with team members, stakeholders and sponsors. Specifically, it identifies four types of team members whose actions foster negative morale. It then identifies sources of stakeholder negativity and suggests how project managers can turn off-putting stakeholders into project allies. Next, the article suggests how project managers can handle negative executive sponsors or negative clients. Accompanying the article is a sidebar that identifies five common negative traits.

Negotiating Technology Contracts

by Andy Quick

Most IT companies are armed to the hilt with techniques to get the best deal for them, not for you. Don't be bullied. Here's how to take the lead in the negotiating dance.

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