During a recent client visit I encouraged the use of modeling as a way to uncover hidden requirements and expectations. One of my clients expressed her rather strong opinion that modeling requirements was not and should not be a part of business analysis work. Oh, she could accept the fact that uncovering gaps between the […]
Projects cross cultural boundaries probably as often as not anymore. How many people either go to other countries to work on projects, find themselves working with team member from other countries here in the US, or work with virtual teams that include people from other places? Of course, you don’t have to cross an ocean
At a recent conference I sat next to a project manager who observed, “My organization hired a new consulting company to do business analysis work. They’ve completely taken over. Now they do a lot of the project management work that I used to do, such as meeting with the sponsor to uncover the business problems,
Lately I’ve been immersed in the Business Analysis Body of Knowledge (BABOK®). Why, you might ask? No, it’s not because of insomnia. I’ve been finishing up our CBAP® sample exam question bank for our just-launched online study exam. The actual CBAP exam is based primarily on the BABOK. I recall studying this guide a lot
As project managers and business analysts, you are undoubtedly familiar with the misery of poorly planned and poorly run meetings. It’s a long list of things that drive meeting madness: unclear purpose, wrong people in attendance, lack of ground rules, inadequate preparation, poor time management, etc. Thought given to key elements of the meeting ahead of time can make for a
Years ago I worked on a large effort to reengineer a distribution center for a large retailer. We provided an estimate for both the business analysis work and for the entire project, which would involve the organization’s first use of Electronic Data Interchange (EDI), new business processes, many software changes, and the purchase of new barcode
If you’re a project manager or business analyst and have ever facilitated or participated in a virtual meeting, you know they can be highly productive. And, highly frustrating if not run well. Here is a list of 5 things I think all virtual meetings should have to be successful: 1) Test your technology. If you have
What do your team members do when you ask them the question, “Where are you at on the project?” Ignore you? Stare blankly? Look confused? Cower? What makes tracking and reporting so difficult? After all, “Where are you at?” is a completely reasonable and fair question. In fact, without answers to that question, we have
PMs, so focused on delivering on time and within budget, need to realize that PMs and BAs working collaboratively get more done, so the project has a better chance of completing sooner.
A couple of years ago, I remember sitting in my car listening to a radio program, riveted to a discussion with Dr. Melvin Levine, co-founder of the non-profit All Kinds of Minds www.allkindsofminds.org . The subject of the show was his (then) recent book Ready or Not, Here Comes Life, in which he explores why
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Project Management Academy
Velopi
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Watermark Learning