Management

Project Creep and the Usability Pillar


By Darin Joncas Adopting a ‘think global, act local’ approach to your BI initiatives ensure projects don’t encounter “project creep”. This is where assets are pulled from the first project to make the second project successful then pulled from the second project to make the third project successful, and so on. While these assets do…

The Emerging BA Role


Written by  Jas Phul The BABOK® Guide version 2 was published in 2009 by the IIBA® (International Institute of Business Analysis) and defined our discipline. It brought much needed structure to our work and helped communicate what we do. Fast-forward to 2014; our discipline is 5 years older and 5 years wiser. What are leading BAs…

Eliminate the Fear Factor


By Lynda Bourne, DPM, PMP A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and most modern management texts emphasize leadership and motivation over directive control. Yet if employee surveys are to be believed, around 70 percent of managers still operate in command-and-control mode. These managers rely on authority, discipline and fear to drive performance. And…

Do You Need A Project Management Certification?


A group of us were discussing our qualifications and certificates the other day. We had people in the group who were highly qualified, one with an MBA with project management specialism, one with an MSc in project management, another with a whole string of letters after his name relating to individual project management credentials from…

How to Audit Project Risk Management


By Harry Hall Are your project managers consistently meeting the objectives set by your management team? How do you know if your project managers are following the appropriate project processes? A few months ago, I conducted a Project Risk Management Workshop for a PMI Chapter. I recently received an email from a class participant inquiring…

Don’t Force Typical Templates on Packaged Software Projects


Written by  Angela Wick One of the most interesting trends I’ve seen in my business analysis career is the shift from custom software development to package software implementation. Traditionally, large corporations created in-house teams that supported business functions by developing software from scratch. Gradually, package software made its way onto desktops via word processors and spreadsheets.…

Are Portfolio Managers the Next Chief Strategy Officers?


By Jen L. Skrabak, PMP, PfMP A relatively new but increasingly important role is emerging: the chief strategy officer (CSO). From Starbucks to Siemens, many organizations now have a designated CSO. A CSO can be defined as an executive responsible for assisting the CEO with identifying, communicating, executing and sustaining strategic initiatives — basically, what a…

What’s Your Deal?


Keith Carpenter A veteran consultant who also happened to have spent multiple tours in Vietnam once gave me a sage piece of advice over a morning java that I’ve often reflected upon both when I have implemented it correctly or when I have painfully to neglected to: “Once your boots hit the ground, the first…

Why Project Managers Need Teams


“Who have I got on the project team?” I asked my project sponsor. She looked at me blankly. “I haven’t thought about it,” she said. “Can’t you manage by yourself?” This was one of my very first projects and I’ve had a great deal more experience at managing project sponsors since then! But even in…

Project Management: How Much Contingency Do I Need?


By Wendy Isaacs Unless you’re managing a project with zero risk (unlikely) then before you can commit to budget or timelines you’re going to need to do some contingency planning. How do you know what the right amount of contingency on a project is? The short answer is you don’t. If you’ve worked with the…