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Practitioners that “pressure test” their assumptions and strengthen the weak points in their logic tend to produce business strategies and plans that are stronger, more capable, and yield more consistent results. Here are three simple steps to help you clarify assumptions and strengthen any plan of action.
The advantages of using AI tools to manage projects can no longer be ignored, from improving efficiency and productivity in repetitive tasks to saving time and money. But the technology must be balanced with human creativity and critical thinking.
Have you thought about the business model of your company? With the practicality of a template, this article describes a great strategic tool—and how to build one with your team and stakeholders to enhance understanding and value on your project.
Project managers today recognize the importance of the business context to their projects, but what does that mean in practical terms? How deep should your business acumen actually be?
Given that 90% of his career has been in the private sector, this practitioner's approach is very much from a business perspective. How would that translate in his role as an elected official in his local community?
For external projects, there isn't a lot of direct connection with customers—and that is a lost opportunity. There is tremendous value in trying to make these customers "real." How can we achieve that level of understanding?
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.
Projects managers talk about the “business context” or the “business purpose” of a project. And that’s a problem, because there is no such thing.
There is no single strategy that will progress your career—but there are specific deficiencies that may be holding you back, and insufficient business acumen is one of them. It is a quiet killer for your dreams of advancement. These five tips can help.
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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"Success consists of going from failure to failure without loss of enthusiasm." - Winston Churchill |
