How do projects get started in your organization? If you’re thinking, “well, it depends,” you are not alone. Few organizations have a well-defined, consistent way of deciding when work becomes a project. However, a strong business analysis practice can save an organization significant time and money by weeding out low-value projects and prioritizing valuable ones based on business need and realistic, expected benefits. This article by Barb Carkenord provides best practices for starting a project. If you’d like to improve your career by learning Business Analysis techniques or if you are considering business analysis training for your team, contact RMC here.
Business analysis skills are no longer optional for a project team. Surveys continue to show that poor requirements management is the number one reason for project failures. Project managers either have to enhance their own business analysis skills or bring a business analyst onto their teams as a professional partner from the initiation of a project through closing. Business analysis skills include critical thinking, elicitation, and requirements modeling. These skills and many more are now recognized with the PMI-PBA® Certification program, the PMI Professional in Business Analysis.
Two Methods to Calculate the Forward and Backward Passes in a Network Diagram by Jeffrey S. Nielsen, PMP How do you calculate starts and finishes for your project activities? If you are like most project managers, you use project scheduling software to perform the calculations—the software does the work for you. For the PMP® exam, however, you need to know how to perform these calculations without the aid of software.
Curious about the PMI-PBA® certification or considering getting this certification? Download the questions and answers discussed during our 1-hour webinar, The Project Manager & Business Analyst Exchange: The PMI-PBA® – Is This Credential Right for Me?
What to expect for the Needs Assessment, Planning, Analysis, Traceability, and Monitoring, and Evaluation Domains. This article is a compilation of a series of blog posts, found on Converging 360, written by Barbara Carkenord throughout the writing of the publication PMI-PBA Exam Prep Guide.
Did you know there are pending changes to the PMI-ACP® exam? Do you know what these changes are? Have you planned a course of action? If not, the information in RMC’s free downloadable report A Guide to the PMI-ACP® Exam Change—can help!
Maybe we cannot have just one model or standard set of definitions for all types of projects. As the project management discipline matures, we have discovered that different types of projects require different management. This whitepaper recommends that scoping should be tailored to the type of project and product being undertaken, rather than trying to design a standard scope statement or statement of work (SOW) for all projects.
How do organizations maximize their projects by delivering expected value on time and within budget? The keys to success lie in mastering the six essential elements discussed in this paper.
If your organization struggles with clearly delineating the differences between project managers and business analysts, download this IIBA® Peer Reviewed article which recommends an approach to defining roles based on requirement types.
Agile Suitability Filters are tools to help assess if an agile approach could fit your organization and project. As with any subjective diagnostic tool, these methods are not hard-and-fast predictors of suitability or project success. The suitability filters described in this whitepaper should be used as conversation starters. Use them to have more objective discussions about the use of agile methods and where risks may be present.