44 PM NETWORK NOVEMBER
|
|
- Brandon Holt
- 8 years ago
- Views:
Transcription
1 44 PM NETWORK NOVEMBER
2 By understanding their respective strengths, project managers and business analysts can deliver better project results. BY AMY MERRICK ILLUSTRATION BY ANGELA RIO Allied Forces Project managers and business analysts don t always see eye to eye. Project managers focus on delivering a defined scope on schedule and budget, while business analysts look to set the right requirements and improve the end results. Where a business analyst sees a profitable opportunity for a project to pivot, the project manager might see the risk involved with making changes mid-stream. Although these different skills complement each other and lead to impressive project outcomes, competing priorities can cause problems. Nearly 70 percent of organizations report that collaboration between project managers and business analysts is essential for project success but only 46 percent believe the two groups currently collaborate well, according to PMI s 2014 Pulse of the Profession : Requirements Management A Core Competency for Project and Program Success. NOVEMBER 2015 PM NETWORK 45
3 And the need to build a productive relationship will only grow stronger. More than half of organizations will have an increased demand for business analysts over the next three to five years, according to the Pulse report. A mutual respect is really important, says Alan Chute, PMP, a former business analyst who now is a project manager at the Insolvency Service in Dublin, Ireland. It s important that each person understands the role and the constraints that the other person is working within. Divide and Conquer Business analysts are responsible for defining requirements and deliverables, which often leads to a laser focus on meeting stakeholder expectations. Project managers, on the other hand, must manage expectations so that their projects don t go off the rails, says Maksym Ovsianikov, PMI-PBA, PMP, lead technical business analyst, EPAM Systems, Mountain View, California, USA. Project managers concentrate their efforts more on the overall scope of the project, because they are constrained by the timeline, quality and other project requirements, Mr. Ovsianikov says. Only 30% of low-performing organizations* saw effective collaboration between project managers and business analysts or the person performing requirements management. *Organizations that complete 60 percent or fewer projects on time, on budget and meeting original goals It leaps to 67% for high-performing organizations.** **Organizations that complete 80 percent or more of projects on time, on budget and meeting original goals. Source: PMI s 2014 Pulse of the Profession : Requirements Management A Core Competency for Project and Program Success.
4 Project managers concentrate their efforts more on the overall scope of the project, because they are constrained by the timeline, quality and other project requirements. Maksym Ovsianikov, PMI-PBA, PMP, EPAM Systems, Mountain View, California, USA But both parties must get into lockstep to keep initiatives on track. Only 30 percent of low-performing organizations (organizations that complete 60 percent or fewer projects on time, on budget and meeting original goals) saw effective collaboration between project managers and business analysts or the person performing requirements management according to the Pulse report. It leaps to 67 percent for high-performing organizations those that complete 80 percent or more of projects on time, on budget and meeting original goals. Having clearly defined roles helps build a solid working relationship between business analysts and project managers, says Dwayne Wright, PMI-ACP, PMI-PBA, PMP, senior business analyst, Alaska Airlines, Seattle, Washington, USA. When sharing his expertise on a project, he acknowledges where his responsibilities end and the project manager s begin. At Alaska Airlines, he also takes the initiative to run high-quality requirement workshops and structured walkthroughs for project deliverables to make sure everyone stays on the same page. To keep collaborative relationships productive, he advises: Support in public. Disagree in private. Developing a deep understanding of each other s roles and responsibilities can create a stronger working relationship which often means more satisfied clients, says Odette-Simone Smolicz, PMP, project management office director, enterprise transformation, CRM Loyalty, Sydney, Australia. The project manager looks inward toward the solution team to make sure the solution is being built right, while the business analyst looks outward to the customer and organization to ensure that the right solution is being built, Ms. Smolicz says. The project manager also must look outward to the organization to ensure alignment of deliverables and solution to the strategic objectives. Through the project manager, the business analyst understands the challenges and issues and is able to relay those challenges [to customers] and facilitate decision making. Diplomatic Relations Fostering a truly collaborative relationship starts by building trust and opening the lines of communication, says Mr. Wright. He finds it helpful when project managers follow a schedule for sharing information and insights. These regular updates make it less likely that changes will fall through the cracks as the project evolves. NOVEMBER 2015 PM NETWORK 47
5 The project manager looks inward toward solution is being built right, while the bu customer and organization to ensure th Too Many Hats At some organizations, project managers also play the role of business analyst. However, multitasking and the inherent challenge of using different skills for each role can become a risk factor when the project is too big for one person to handle both roles. When the burden gets too heavy, it s best to split up responsibilities to keep the project on the right path. For instance, Maksym Ovsianikov, PMI-PBA, PMP, senior technical business analyst, EPAM Systems, Mountain View, California, USA, recalls a software project in which he initially performed both roles on a 10-member team. But in a short time, the project had expanded to 35 team members in different locations with a short timeline, large scope and a high number of requirements. Mr. Ovsianikov began to spend a huge amount of time simply developing schedules, organizing meetings and creating minutes. He realized he needed help. Because Mr. Ovsianikov knew the product well, he chose to focus on business analyst responsibilities and asked another person to become the project manager. We agreed who would cover what, who would handle which tasks and how we would effectively collaborate, he says. The new project manager focused on communication, project planning and solving issues within the team. Mr. Ovsianikov, meanwhile, remained the primary point of contact for the customer, eliciting and translating requirements and the vision of the product to the software development team. It was a really good decision our customer was really satisfied, he says. Inviting business analysts to planning sessions or other project management meetings also helps them get a front-row view of the pressures that project managers face on a daily basis, says Michael Brown, senior technical writer, Lockheed Martin, Raleigh, North Carolina, USA. Mr. Brown s role encompasses many of the responsibilities often handled by a business analyst. Techniques are great, but understanding is always better, Mr. Brown says. Because once the project manager understands the problem the business analyst is trying to solve, and once the business analyst understands the project manager s decisions are driven by pressures out of their control, then more appropriate techniques can be created or applied. But the relationship shouldn t be all business. Lunch meetings or other social activities, such as playing a sport together, allow the project manager and business analyst to develop a personal bond that can ease professional tensions. This helps the working relationship, because you can push the boundaries and challenge each other, Mr. Chute says. That s not the case with strangers or even acquaintances. You may have a very different view than that person, but you wouldn t challenge that view as strongly as with somebody you know. From Both Flanks By playing to each other s strengths and compensating for each other s weaknesses project managers and business analysts can produce better results. But if one party steamrolls the other, the project outcome will most likely suffer. When project constraints are too rigid, for exam- 48 PM NETWORK NOVEMBER
6 the solution team to make sure the siness analyst looks outward to the at the right solution is being built. Odette-Simone Smolicz, PMP, CRM Loyalty, Sydney, Australia ple, business analysts can fall into a pattern of playing it safe, says Mr. Ovsianikov. And if analysts don t speak up to identify project shortfalls, that can lead to dissatisfied stakeholders. Mr. Ovsianikov has worked as both a project manager and a business analyst. When serving as a project manager, he learned to give the business analyst leeway to propose creative ways to deliver a project s technical requirements. He recently managed a team that increased from 10 members to 35 members during development of a new software product. Rather than micromanaging the user interface, he let his business analyst partner and user experience information architect take the concept and create wireframes, a type of schematic that shows how users would interact with the system. As a result, it helped his team to understand the product from the customers perspective. Although project managers need to verify that business analysts stay within cost, schedule and resource parameters, they also need to be flexible when it feels as if the analyst is pressing too hard to change the project scope, says Ms. Smolicz. While project managers must critically asses each change that is recommended and analyze the dependencies each change will affect they must also make sure the end result will meet the stakeholders high priority demands, she says. The business analyst must ensure the project manager does not sacrifice the solution in response to the demands of schedule or budget. PM NOVEMBER 2015 PM NETWORK 49
PMP and CAPM Exam Preparation Workshop - A 5 Day Workshop (or five 1 Days) -
PMP and CAPM Exam Preparation Workshop - A 5 Day Workshop (or five 1 Days) - Delivered in Classroom or as an Internet Receive 35 PDU s PMI's Project Management Professional certification is one of the
More informationComputing & Communications Services
2010 Computing & Communications Services 2010 / 10 / 04 Final Kent Percival, M.Sc., P.Eng. Defining the Value of the Business Analyst In achieving its vision, key CCS partnerships involve working directly
More informationMaster s Certificate in Project Management and Advanced Course Offerings. SIGN UP TODAY! 412.963.1347 www.pmcentersusa.com.
Master s Certificate in Project and Advanced Course Offerings SIGN UP TODAY! 412.963.1347 www.pmcentersusa.com in alliance with PMI, PMP, PMBOK Guide and the PMI Registered Education Provider Logo are
More informationIn-Depth Report. Requirements. Management a Core Competency for Project And Program Success
In-Depth Report 2014 Requirements Management a Core Competency for Project And Program Success INTRODUCTION When counting the number of causes of project failure, you need more than one hand. But the leading
More informationPMI s PULSE OF THE PROFESSION IN-DEPTH REPORT THE HIGH COST OF LOW PERFORMANCE: THE ESSENTIAL ROLE OF COMMUNICATIONS ORGANIZATI ONAL AGILITY
PMI s PULSE OF THE PROFESSION IN-DEPTH REPORT THE HIGH COST OF LOW PERFORMANCE: THE ESSENTIAL ROLE OF COMMUNICATIONS ORGANIZATI ONAL AGILITY MAY 2013 EXECUTIVE SUMMARY In the context of organizational
More informationPMI Professional in Business Analysis (PMI-PBA) FAQs
PMI Professional in Business Analysis (PMI-PBA) FAQs General Information about Business Analysis What is Business Analysis? Business Analysis is the evaluation of an organization s needs followed by the
More informationAGILITY. The competitive advantage of ORGANIZATI talent management. Pmi s PulsE of the ProfEssion in-depth report. March 2013
Pmi s PulsE of the ProfEssion in-depth report EffEctivE The competitive advantage of ORGANIZATI talent management ONAL AGILITY March 2013 PMI s Pulse of the Profession In Depth Study: Talent Management
More informationHow To Obtain An Ibm Project Management Certification
IBM Software Group Project Management Certification Overview Alexandre da Silva September 30, 2011 Introduction What is a project? A temporary undertaking that has a defined start and finish date with
More informationProject Management for Everyone
Project Management for Everyone Contact Information Adam Donaldson, PMP Business Management & Analysis Group System, Analytics & Insights Group Phone: (202) 994-6867 Email: adonald@gwu.edu Objectives Basic
More informationAdopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery
Customer Success Stories TEKsystems Global Services Adopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery COMMUNICATIONS AGILE TRANSFORMATION SERVICES Executive Summary
More informationDelivering Business Value: The Most Important Aspect of Project Management
Delivering Business Value: The Most Important Aspect of Project Management Mark A Phillipy, PMP Sensible Project Manager Abstract A Guide to The Project Management Body of Knowledge (PMBOK Guide) Fifth
More informationThe Project Management Office In Sync with Strategy
WHITE PAPER The Project Management Office The Project Management Office In Sync with Strategy The project management office (PMO) is easing its way into the mainstream. Yet to be truly effective, PMOs
More informationThe UC Information Center
The UC Information Center How We Did It INSTITUTIONAL RESEARCH & ACADEMIC PLANNING (IRAP) UNIVERSITY OF CALIFORNIA OFFICE OF THE PRESIDENT 2015 CAIR CONFERENCE Introduction Planned Outcome A Little History
More informationThe Past, Present, and Future of Business Analysis
The Past, Present, and Future of Business Analysis Title Slide Include a tagline for your presentation here BBC Sydney 2013 1 Once upon a time... mage 2009 Doug Kerr, Licensed Under CC-BY-SA How I Became
More informationAs the use of agile approaches
What Does a Business Analyst Do on an Agile Project? By Kent J. McDonald Senior Instructor, B2T Training As the use of agile approaches increases, business analysts struggle to determine how their role
More informationCreating the Competitive Advantage. CEOs agree that human capital is the number one challenge globally
Talent Management Creating the Competitive Advantage This year PMI will release its newest Thought Leadership Series on the topic of talent management at the 2014 PMO Symposium. The Thought Leadership
More informationWebsalad Connect. A fresh approach to digital marketing... PAGE 1
Websalad Connect A fresh approach to digital marketing... PAGE 1 2014 We connect B2B digitally across Asia Pacific Does your organisation require greater understanding and accountability from its digital
More informationStratex Consulting PRACTICAL PROJECT MANAGEMENT TRAINING. Dear Project Manager,
anton@stratexconsult.com www.stratexconsult.com Tel +264 61 255040 Fax 088610412 Cell 0812627991 PO Box 40744 Windhoek Stratex Consulting Dear Project Manager, PRACTICAL PROJECT MANAGEMENT TRAINING Strategy
More informationProject Management Fundamentals. Office of the Senior Associate Vice President for Finance
Project Management Fundamentals Project Management Institute PMI is an aggregation of best practices from thousands of professional project managers Principles in this training are based on PMI methodologies,
More informationKiefer Consulting, Inc. 2012 Job Opportunities
Kiefer Consulting, Inc. 2012 Job Opportunities 1 Company Background Kiefer Consulting is a distinguished and innovative Microsoft Gold Partner, who works closely with their local government and commercial
More informationProject Governance & Controls
Project Governance & Controls The PMI Perspective, Challenges, Initiatives and Opportunities Sean Whitaker, BA, MSc, MBA, PMP Overview This presentation provides an overview of project management governance
More informationProject Manager and Business Analyst Collaboration
Project Manager and Business Analyst Collaboration Mike Sandberg Director, IT Business Analysis Center of Excellence Novell, Inc. Email: msandberg@novell.com LinkedIn: http://www.linkedin.com/in/mdsandberg
More informationProject Management Best Practice Benchmarks
A PM SOLUTIONS RESEARCH COMPENDIUM Project Management COST SCOPE Quality SCHEDULE 2 Project Management Senior executives want to know one thing about project management: What s the value? Today more than
More informationSmall Packages. ENTERPRIsE REsOuRcE PlaNNING PROjEcTs are NOTORIOus for RuNNING late and OvER budget. agile can help.
in Small Packages ENTERPRIsE REsOuRcE PlaNNING PROjEcTs are NOTORIOus for RuNNING late and OvER budget. agile can help. 60 PM NETWORK MARCH 2013 WWW.PMI.ORG by Matt alderton MARCH 2013 PM NETWORK 61 One
More informationProject Management Certification. Governing Body Eligibility The process The Exam
Project Management Certification Governing Body Eligibility The process The Exam Recognized Organization www.pmi.org and www.pmimaine.org Eligibility Secondary degree 5 years PM experience 7,500 hours
More informationHow do I manage my Project Scope using Business Analysis
How do I manage my Project Scope using Business Analysis Venus Patel, PMP, PMI-PBA Raygene Patterson, PMP, CBAP, CSM Slide 1 Presenters Venus Patel Raygene Patterson PMP, PMI-PBA PMP, CBAP, CSM 10 years
More informationEXAM PREP COURSE. Course Overview. Course Objectives. Course Materials Include: Our PMP Exam Prep (Fifth Edition) training program:
PMP EXAM PREP COURSE Course Overview The purpose of this course is to prepare you to pass the Project Management Professional (PMP) certification exam. The course is based on the 10 knowledge areas in
More informationQUICK FACTS. Enhancing the Marketing Campaign Management Portal for an SaaS Provider. TEKsystems Global Services Customer Success Stories
[ Information Technology, Application Development ] TEKsystems Global Services Customer Success Stories Client Profile Industry: Internet and software services Revenue: Over $200 million Employees: Nearly
More informationTake Your. Military Experience. and Transition to a Career in. Project Management
Take Your Military Experience and Transition to a Career in Project Management Project Management Institute (PMI) research indicates that between 2010 and 2020: 15.7 million new project management roles
More informationChanges from PMBoK v4 to PMBoK v5. Sonja Streuber, PMP, SSBB
Changes from PMBoK v4 to PMBoK v5 Sonja Streuber, PMP, SSBB Sonja Streuber, PMP Project Mgmt & Engineering, Six Sigma, Risk Mgmt & Risk Analysis: 2000 2003 Agilent Technologies 2003 2009 Lockheed Martin
More informationUnified communications empower global organisation to connect, collaborate and compete on a worldwide scale.
Deliver more flexible working arrangements with unified communications 01 Unified communications empower global organisation to connect, collaborate and compete on a worldwide scale. When new employees
More informationPrepared for: Prepared by:
Executive Project Review Prepared for: Prepared by: Table of contents Introduction... 3 WHY an Executive Project Review?... 3 WHO is Involved?... 4 WHAT is an Executive Project Review?... 5 WHEN? - Schedule
More informationGuidelines For A Successful CRM
Guidelines For A Successful CRM Salesboom.com Many organizations look to CRM software solutions to address sales or maybe customer service deficiencies or to respond to pressures from outside sources in
More informationCase Study: Autism Society of America A nonprofit organization s Web site redesign project based on data-driven user experience research
A nonprofit organization s Web site redesign project based on data-driven user experience research Introduction A Web site that educates visitors around a mission and ultimately converts visitors into
More informationGUIDEBOOK MAXIMIZING SUCCESS DELIVERING MICROSOFT DYNAMICS
GUIDEBOOK MAXIMIZING SUCCESS DELIVERING MICROSOFT DYNAMICS Corporate Headquarters Nucleus Research Inc. 100 State Street Boston, MA 02109 Phone: +1 617.720.2000 Nucleus Research Inc. TOPICS Enterprise
More informationThe Five Secrets to Project Success
WHITE PAPER The Five Secrets to Project Success by Wayne Brantley, MS Ed, PMP The Five Secrets to Project Success by Wayne Brantley, MS Ed, PMP, Sr. Director of Villanova University Professional Education
More informationPartnering for Project Success: Project Manager and Business Analyst Collaboration
Partnering for Project Success: Project Manager and Business Analyst Collaboration By Barbara Carkenord, CBAP, Chris Cartwright, PMP, Robin Grace, CBAP, Larry Goldsmith, PMP, Elizabeth Larson, PMP, CBAP,
More informationProject Management Professional Exam Prep Plus
In this course, you ll gain the essentials preparation needed to pass the PMP exam. Concentrating on exam content form the Guide to the Project Management Body of Knowledge-Fifth Edition (PMBOK Guide)
More informationHow To Manage Project And Portfolio Management In Microsoft Office 2010
Enterprise Project Management SOLUTIONS THAT LAST Challenges in PPM What is a Project? Why Project Management? Challenges in Project and Portfolio Management (PPM) Problems for PM and PPM Leaders Presentation
More informationSEVEN KEY TACTICS FOR ENSURING QUALITY
SEVEN KEY TACTICS FOR ENSURING QUALITY 1 INTRODUCTION Besides avoiding disasters and fatal flaws, quality assurance (QA) delivers significant benefits for banks. Strong QA planning provides the groundwork
More informationExpert Reference Series of White Papers. Intersecting Project Management and Business Analysis
Expert Reference Series of White Papers Intersecting Project Management and Business Analysis 1-800-COURSES www.globalknowledge.com Intersecting Project Management and Business Analysis Daniel Stober,
More informationThe Fast Forward MBA in Project Management. 4th Edition
Brochure More information from http://www.researchandmarkets.com/reports/2218300/ The Fast Forward MBA in Project Management. 4th Edition Description: An updated and revised edition of the bestselling
More informationUnit 3 Research Project. Eddie S. Jackson. Kaplan University. IT560: Managing Technology in a Business Environment. Stephen Beyer, Ph.D.
Running head: UNIT 3 RESEARCH PROJECT 1 Unit 3 Research Project Eddie S. Jackson Kaplan University IT560: Managing Technology in a Business Environment Stephen Beyer, Ph.D. 11/25/2014 UNIT 3 RESEARCH PROJECT
More informationCUSTOMER SUCCESS. UberGlobal Enhancing Support and Sales with Personalized Engagement
CUSTOMER SUCCESS UberGlobal Enhancing Support and Sales with Personalized Engagement 2014 Overview UberGlobal is Australia s third largest cloud services provider by market share. Founded in 2002 by 14
More informationfor a Home Care Agency
Kuno Creative Builds Buyer Personas, Branding & Content Marketing Strategy for a Home Care Agency with In-Depth 60-Day Assessment The Company & Challenge Tender Rose, based in San Francisco, California,
More informationC O N S U L T C O N N E C T - C H A N G E. Does CRM Really Work?
C O N S U L T C O N N E C T - C H A N G E Does CRM Really Work? TABLE OF CONTENTS DOES CRM REALLY WORK?... 3 WHY THE RESISTANCE TO CRM?... 3 HOW DO YOU SELL CRM?... 4 CRM IS NOT JUST ABOUT TECHNOLOGY...
More informationSUMMARY PROFESSIONAL EXPERIENCE. IBM Canada, Senior Business Transformation Consultant
Doreen Funk, MA 191 Discovery Ridge Blvd SW, Calgary Cell: 587-434- 0811 E- mail: dorfunk@hotmail.com SUMMARY Senior management consultant with 20 years of experience in applying strategies and implementing
More informationHELP I NEED TO HIRE A USER EXPERIENCE DESIGNER
HELP I NEED TO HIRE A USER EXPERIENCE DESIGNER TABLE OF CONTENTS: pg.2 pg.5 pg.8 pg.10 ONE. I KNOW I NEED UX. BUT WHAT IS UX AGAIN? TWO. WHAT ARE THE MOST COMMON UX ROLES? THREE. HOW DO YOU FIGURE OUT
More informationKEY FACTORS TO CONSIDER WHEN CHOOSING A PRACTICE MANAGEMENT SYSTEM BUSINESS IMPACT WHITE PAPER SERIES
BUSINESS IMPACT WHITE PAPER SERIES KEY FACTORS TO CONSIDER WHEN CHOOSING A PRACTICE MANAGEMENT SYSTEM MAY 2014, ADERANT HOLDINGS, INC. ALL RIGHTS RESERVED KEY FACTORS TO CONSIDER WHEN CHOOSING A PRACTICE
More informationCourse Outline. Foundation of Business Analysis Course BA30: 4 days Instructor Led
Foundation of Business Analysis Course BA30: 4 days Instructor Led Prerequisites: No prerequisites - This course is suitable for both beginner and intermediate Business Analysts who would like to increase
More informationUI Designer JOB SPECIFICATION. Get in touch hello@foundation-sp.com
UI Designer JOB SPECIFICATION Get in touch hello@foundation-sp.com Role Overview The UI Designer will be able to take functional and branding requirements and turning it into an amazing user experience.
More informationMicrosoft Project Development Group Uses Its Own Product to Manage Development
Microsoft Project Server 2010 Customer Solution Case Study Microsoft Project Development Group Uses Its Own Product to Manage Development Overview Country or Region: United States Industry: Software engineering
More informationExamining the Evolving Offshore Business Process Outsourcing Model: A Practitioner s Perspective of BPO Generation 2.0
Leadership Perspective from Perot Systems Examining the Evolving Offshore Business Process Outsourcing Model: A Practitioner s Perspective of BPO Generation 2.0 The BPO Generation 2.0 model defines a more
More informationRelationship management is dead! Long live relationship management!
XRM: From Fragmentation to Integration Executive Summary Relationship management is dead! Long live relationship management! But it s not just about customers anymore. The value chain has grown so long
More informationOutline for Economic Development Activities
Outline for Economic Development Activities District of Squamish 2011-2015 Executive Summary This document proposes three phases of economic development activity for the District of Squamish (DOS), covering
More informationBuild a Better Workplace: Engagement Edition
Build a Better Workplace: Employee Engagement Edition Employee engagement, that willingness of each employee to strive to do their best work on a daily basis, has become the leading indicator of performance
More informationThe State of Business Analysis Practices in Organizations
The State of Business Analysis Practices in Organizations Research Report Lori Lindbergh, PhD & Kathleen B. Hass, PMP LORIUS, LLC & Kathleen Hass & Associates, Inc. June, 2011 Business Requirements Managed
More informationWest Tampa Elementary School
Using Teacher Effectiveness Data for Teacher Support and Development Gloria Waite August 2014 LEARNING FROM THE PRINCIPAL OF West Tampa Elementary School Ellen B. Goldring Jason A. Grissom INTRODUCTION
More informationEXHIBIT A STATEMENT OF WORK
EXHIBIT A STATEMENT OF WORK Contractor Name Awarded Categories Askin Software Development Consulting, Inc. I. A. OVERVIEW This Statement of Work (SOW) provides an overview of the IT Consulting Services
More informationWestern Carolina University Master s Degree in Project Management (MPM) Program Department of Management & International Business College of Business
Western Carolina University Master s Degree in Project Management (MPM) Program Department of Management & International Business College of Business Primary Contact Name/Information Assessment Plan Jeanne
More informationChapter01. Introduction to Software Project Management
Chapter01. Introduction to Software Project Management A project = collaborative set of actions that is carefully planned to meet certain objectives, mission or a goal. Every state of a project is indicated
More informationAchieving Business Analysis Excellence
RG Perspective Achieving Business Analysis Excellence Turning Business Analysts into Key Contributors by Building a Center of Excellence Susan Martin March 5, 2013 11 Canal Center Plaza Alexandria, VA
More informationDevelopment Methodologies Compared
N CYCLES software solutions Development Methodologies Compared Why different projects require different development methodologies. December 2002 Dan Marks 65 Germantown Court 1616 West Gate Circle Suite
More informationRising importance of Business Analysis when performing projects
Rising importance of Business Analysis when performing projects A state-of-the-art view on Business Analysis HJB Getting in Control Your Presenter More than 30 years experience in project/program/portfolio
More informationAssessing the Appropriate Level of Project, Program, and PMO Structure
PMI Virtual Library 2011 Daniel D. Magruder Assessing the Appropriate Level of Project, Program, and PMO Structure By Daniel D. Magruder, PMP Executive Summary Does your organization have in-flight projects
More information5 Key Content Marketing Challenges (and How to Solve Them) www.marketing.ai www.marketing.ai. Phone : 1-855-248-7377, Email: info@marketing.
Key Content Marketing Challenges (and How to Solve Them) Phone : -8-8-777, Email: info@marketing.ai THE CHALLENGES WARNING! CONTENT MARKETING IS NOT EASY Introduction Content marketing isn t easy, and
More informationROLE DESCRIPTION Role Title: Business Analyst Number and Title of Direct Reports: Directorate: Corporate Services Budget: 0
ROLE DESCRIPTION Role Title: Business Analyst Number and Title of Direct Reports: 0 Directorate: Corporate Services Budget: 0 Reports to: Application Support/Maintenance Manager Location: National Office
More informationShould I Pursue a Project Management Certification?
Should I Pursue a Project Management Certification? www.pmi.org Skilled project managers are in demand around the world. A globally recognized project management certification shows employers that you
More informationAnalysis. From PSP to MSP: A Phased Approach. November 2012. Exclusively Prepared for:
Analysis November 2012 Exclusively Prepared for: Table of Contents Introduction... 3 The Evolution Has Begun... 3 Evolution: It s a Phased Approach... 4 Mid Atlantic Printers Limited: the Adoption of Marketing
More informationFunctional Title Classification FLSA Status Reports To Team Purpose
Functional Title Classification FLSA Status Reports To Team Purpose Vice President of Marketing and Engagement Director, Marketing & Communications UWW 400 N Exempt President & CEO Marketing & Engagement
More informationThe Project Management Course Using Microsoft Project Workshop
The Project Management Course Using Microsoft Project Workshop Study practical and effective management techniques for the successful execution of any project. The Project Management 3-day course teaches
More informationPerform Business Analysis Professionally. c o m p e t e n c e f o r g r o w t h
Perform Business Analysis Professionally R PMCC c o m p e t e n c e f o r g r o w t h 01 REGISTER 02 ENGAGE 03 CERTIFICATION Demand is growing for Professional Business Analysis SM The PMI-PBA highlights
More informationWelcome to the Science of Management Consulting. Careers for Experienced Professionals
Welcome to the Science of Management Consulting Careers for Experienced Professionals Exploring a new world of possibilities Welcome to the Science of Management Consulting Experienced Professional Management
More informationAn Introduction to Project Management A Useful Tool for Non-Profits
Non-profit organizations are challenged daily to be efficient and effective with the monies provided to them by their donors. Industry studies indicate overhead costs in non-profit organizations typically
More informationMineralTree brings advanced AP and Payment Automation to BlueSnap
MineralTree brings advanced AP and Payment Automation to BlueSnap GROWING GLOBAL BUSINESS RELIES ON MINERALTREE INVOICE-TO-PAY FOR AUTOMATION, FLEXIBILITY, AND SIMPLICITY MineralTree Invoice-to-Pay has
More informationAdditional information >>> HERE <<<
Additional information >>> HERE http://dbvir.com/succe55ful/pdx/comw4569/ Tags: ## ms project download free
More informationVito Madaio, PMP, TSPM 2015, September, 24th
PMI-PBA Certification Vito Madaio, PMP, TSPM 2015, September, 24th Topics What is Business Analysis Business Analysis Certification PMI-PBA Prep Course Q&A Orientamento alla Business Analysis PBA-Prep
More informationMake your workplace really work
Make your workplace really work Avanade Communications and Collaboration Solutions A study by Forrester* notes that 59% of workers said they would save more than 15 minutes per day using technologies that
More informationBUSINESS ANALYSIS FOR PRACTITIONERS
BUSINESS ANALYSIS FOR PRACTITIONERS A P R A C T I C E G U I D E Project Management Institute BUSINESS ANALYSIS FOR PRACTITIONERS: A PRACTICE GUIDE Library of Congress Cataloging-in-Publication Data Business
More informationIBM IT Architect Certification Overview
IBM Architect Profession IBM IT Architect Certification Overview Agenda How do I grow a great career? What does an Architect professional do in IBM? Career path for Architects IBM Career Framework Q&A
More informationIs GPS Tracking Really Beneficial for Fleets?
Is GPS Tracking Really Beneficial for Fleets? Since GPS tracking was first introduced to the fleet industry, there has been a debate whether or not this technology is really beneficial to fleets. Some
More informationRequest for Proposal Project Management Services
Request for Proposal Project Management Services August 9, 2013 Table of Contents Executive Summary and Company Background... 3 Summary Overview of Request for Proposal (RFP) and Services Requested...
More informationSidestep Complexity Philip R. Diab, MBA, PMP
Sidestep Complexity Philip R. Diab, MBA, PMP Why PM 4 SMBs? Underrepresented in profession Complex PM Standards PM misunderstood in SMBs Unique challenges not being addressed How Would You Define an SMB?
More informationElastic Path Helps a Global Software Company Boost Web- Based Revenue
BUYER CASE STUDY Elastic Path Helps a Global Software Company Boost Web- Based Revenue Christine Dover Jeff Silverstein IDC OPINION Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200
More informationHow To Understand The Business Analysis Lifecycle
Business Analysis Lifecycle by Sergey Korban Aotea Studios Ltd November 2011 Contents Introduction... 3 Business Analysis Lifecycle... 4 Practical Application... 5 Start-Up Phase... 5 Initiation Phase...
More informationENTERPRISE PROJECT MANAGEMENT OFFICE
ENTERPRISE PROJECT MANAGEMENT OFFICE QUALITY MANAGEMENT SYSTEM ISO 9001:2008 STATE CHIEF INFORMATION OFFICER CHRIS ESTES DEPUTY STATE CHIEF INFORMATION OFFICER AARON WIENSHIENK DEPARTMENT MANAGER JAMES
More informationSaskatoon Business College Corporate Training Centre 244-6340 corporate@sbccollege.ca www.sbccollege.ca/corporate
Saskatoon Business College Corporate Training Centre 244-6340 corporate@sbccollege.ca www.sbccollege.ca/corporate Project Management Professional (PMP) 5-day Training Program September 21-25, 2015 Cost:
More informationProject Management Professional (PMP ) Exam Preparation
Project Management Professional (PMP ) Exam Preparation Learn the most effective methods of delivering projects within cost, schedule and resource constraints April 10 14, 2011 American University of Sharjah
More informationThe Ultimate Guide to Selecting a Web Content Management System. An 8-step guide to successful WCMS selection
The Ultimate Guide to Selecting a Web Content Management System An 8-step guide to successful WCMS selection Content 3 Introduction 4 The 8-Step need requirements focal needs technology service provider
More informationProject Systems Management Providing Value-Added Solutions
Project Systems Management Providing Value-Added Solutions UPSTREAM MIDSTREAM AUTOMATION PROCESS & INDUSTRIAL PIPELINE PROCESS PLANTS Adding Value to Your Project Mustang couples global engineering, design,
More informationWhite Paper: Impact of Inventory on Network Design
White Paper: Impact of Inventory on Network Design Written as Research Project at Georgia Tech with support from people at IBM, Northwestern, and Opex Analytics Released: January 2014 Georgia Tech Team
More informationAchieving Business Analysis Excellence
RG Perspective Achieving Business Analysis Excellence Turning Business Analysts into Key Contributors by Building a Center of Excellence 11 Canal Center Plaza Alexandria, VA 22314 HQ 703-548-7006 Fax 703-684-5189
More informationPROJECT MANAGEMENT AS A PROFESSION
2-02-31 INFORMATION MANAGEMENT: STRATEGY, SYSTEMS, AND TECHNOLOGIES PROJECT MANAGEMENT AS A PROFESSION Nancy Blumenstalk Mingus INSIDE Concept Review; Evolution of the Field; Project Management Institute;
More informationBranding the IPO Specialists, & That s Just the Start
CASE STUDY Upright Position Communications Branding the IPO Specialists, & That s Just the Start The public relations industry in Silicon Valley is very competitive, so when I created Upright, I knew I
More informationAgile Projects 7. Agile Project Management 21
Contents Contents 1 2 3 Agile Projects 7 Introduction 8 About the Book 9 The Problems 10 The Agile Manifesto 12 Agile Approach 14 The Benefits 16 Project Components 18 Summary 20 Agile Project Management
More informationDiscover The Hidden Gem That Improves Business Productivity. Toll free 1 800 478 9511 www.shawtracking.ca
Discover The Hidden Gem That Improves Business Productivity Toll free 1 800 478 9511 www.shawtracking.ca Are you operating your business at its full potential? Being able to ask yourself this question
More informationPRINCE2 Project Management Certification
PRINCE2 Project Management Certification Foundation Certificate + Practitioner Certificate Receive the #1 international standard of project management training the PRINCE2 Foundation and Practitioner Certification
More informationCourse Title: Planning and Managing Agile Projects
Course Title: Planning and Managing Agile Projects Course ID: BA15 Credits: 21 PDUs Course Duration: 3 days (Live in person class only) Course Level: Basic/Intermediate Course Description: This 3-day course
More informationStrategy. Agility. Delivery.
Strategy. Agility. Delivery. AGILE COURSES SCRUM MASTER CERTIFICATION THE PRODUCT OWNER & USER STORIES AGILE & KANBAN ACHIEVING AGILITY AGILE FOR EXECUTIVES Implementing Agile Project Management is a challenge
More information