Project Manager/Business Analyst friction and how to overcome it by Penny Pullan, Director of Making Projects Work Ltd.
This was a presentation for the IIBA UK Chapter in London on 28th May 2015, based on research presented at the PMI Global Congress earlier in the month.
It looks at the friction that exists between project managers and business analysts, explores why this is so and looks at how to overcome the issues.
Project managers- here's to a challenge busting 2016!Stoneseed Ltd
Having a bit of a New Year sort out, I re-read some of the notes that I'd made whilst working with Project Managers, Project teams and CIOs over the course of 2015.
This is a short presentation on Design Thinking for a PM audience, showing the benefits of incorporating Design on projects and providing a very high-level overview of methods and tools.
[DevDay2018] So you wanna be a project manager - By: Steve Choi, Program Dire...DevDay Da Nang
You’ve worked on projects in the past and now you feel like its time to make a change. Project management doesn’t look to difficult to you and so maybe you would like to try it because it looks exciting or you want to be the person in charge and lead successful projects. So what does a Project Manager actually do and what characteristics does he/she need to have to be successful. Come and find out if you have the skills and personality to join the club of being a successful project manager!
ATD Virtual Conference: Leveraging Agile Methods in L&DTorranceLearning
This document discusses leveraging agile techniques for instructional design projects. It summarizes some key benefits of agile methods, such as increased flexibility, productivity, and stakeholder engagement. It then discusses challenges with directly applying agile software development practices to instructional design. The document proposes an adaptation of agile called LLAMA that is tailored for instructional design projects. It provides guidance on iteratively developing projects, building relationships, and focusing on delivering value.
End Resource Management Smackdowns: How To Make Allocating a Breezejzapin
Digital Project Managers are masters of getting things done without doing “anything:” They take talented resources, enable them to work together so seamlessly that the sum is much greater than the parts.
That said, figuring out who is doing what and when is one the supreme challenges of an agency. Resource conflicts are inevitable and, often, chaotic.
During this session, we will explore the problem provide some tangible solutions by looking at the people, processes and tools that need to be leveraged to get this done.
7 resources to help you become a successful project manager in your industryGanttPRO Software
There is a wealth of resources and tools that can help you with whatever you need. The hard part is to locate and identify the right ones and make use of them in the most appropriate way. Note, that price is not the leading factor here – some quality resources are free to use and yet can help you become a successful project manager.
To save you time, we have selected 7 groups of resources that can be of great use for any project managers.
It is up to you to use one or more of them and combine them according to your taste and preferences.
Project managers- here's to a challenge busting 2016!Stoneseed Ltd
Having a bit of a New Year sort out, I re-read some of the notes that I'd made whilst working with Project Managers, Project teams and CIOs over the course of 2015.
This is a short presentation on Design Thinking for a PM audience, showing the benefits of incorporating Design on projects and providing a very high-level overview of methods and tools.
[DevDay2018] So you wanna be a project manager - By: Steve Choi, Program Dire...DevDay Da Nang
You’ve worked on projects in the past and now you feel like its time to make a change. Project management doesn’t look to difficult to you and so maybe you would like to try it because it looks exciting or you want to be the person in charge and lead successful projects. So what does a Project Manager actually do and what characteristics does he/she need to have to be successful. Come and find out if you have the skills and personality to join the club of being a successful project manager!
ATD Virtual Conference: Leveraging Agile Methods in L&DTorranceLearning
This document discusses leveraging agile techniques for instructional design projects. It summarizes some key benefits of agile methods, such as increased flexibility, productivity, and stakeholder engagement. It then discusses challenges with directly applying agile software development practices to instructional design. The document proposes an adaptation of agile called LLAMA that is tailored for instructional design projects. It provides guidance on iteratively developing projects, building relationships, and focusing on delivering value.
End Resource Management Smackdowns: How To Make Allocating a Breezejzapin
Digital Project Managers are masters of getting things done without doing “anything:” They take talented resources, enable them to work together so seamlessly that the sum is much greater than the parts.
That said, figuring out who is doing what and when is one the supreme challenges of an agency. Resource conflicts are inevitable and, often, chaotic.
During this session, we will explore the problem provide some tangible solutions by looking at the people, processes and tools that need to be leveraged to get this done.
7 resources to help you become a successful project manager in your industryGanttPRO Software
There is a wealth of resources and tools that can help you with whatever you need. The hard part is to locate and identify the right ones and make use of them in the most appropriate way. Note, that price is not the leading factor here – some quality resources are free to use and yet can help you become a successful project manager.
To save you time, we have selected 7 groups of resources that can be of great use for any project managers.
It is up to you to use one or more of them and combine them according to your taste and preferences.
DBA #20 - Maximise Designer Impact in Startup by Youlanda KuoDesign Bootcamp Asia
The document provides tips for designers to maximize their impact by initiating projects, collaborating with teams, and sharing results. It recommends starting small, talking to business teams, and setting goals. Designers are encouraged to collaborate for fast feedback, iterate quickly, increase transparency, and help shape a design-driven culture. Measuring success is also important. Overall the document emphasizes the value designers can provide by driving business success through their work.
Conference talk at Plone Conference 2019 in Ferrara, Italy.
A traditional client-to-service provider work relationship is predicated on a hierarchy in which the needs and wishes of the client take precedence over all other considerations. In a rapidly paced work world under the increasing influence of accelerated technological change, such a traditional approach can have detrimental effects on the wellbeing of employees. The question with which service providers today must grapple is: How can we maintain our customer focus and ensure continued customer satisfaction while at the same time protecting the wellbeing of our team members?
The concept of “New Work” offers several suggestions for how to reconcile these seemingly competing needs. New Work encompasses a wealth of theories and methods relating to the organization of work, from self-organization to agility and modern leadership, to new work spaces, among many others. In this talk, we focus on our experience with implementing one such concept.
Over the years, my project management style has changed. It evolved from executing the mechanics of project management to one of creating environments for teams to work successfully together.
This presentation shares some of the patterns and lessons learned from my experience managing innovative teams.
Recently I worked on a turnaround project that needed some additional project management discipline and rigor. This presentation covers guidance and tips provided to other Project Managers.
Out of the silos and into the farm (NEPHP 2014)Marli Mesibov
The document discusses collaboration and its importance for successful projects. It advocates adopting an agile methodology over traditional waterfall approaches to promote collaboration between teams. The key aspects of agile methodology are frequent delivery of working software, business and development working together daily, and an ability to adapt to changing requirements. For collaboration to succeed, the document emphasizes keeping focused on the end goal, setting expectations between teams, and being willing to admit what you don't know.
Ulla Jones & Tuomas Manninen: Uncharted Territory of Strategic DesignService Design Network
OP Financial Group (OP) has worked long and consistently on building a design maturity that includes an internal design team and customer-centric design culture. Eventually it became necessary to separate strategic design from operational design so that design needs would be met at all levels. OP has entered the unchartered territory of strategic design, the most advanced level of design according to 'Danish Design Ladder'. We will examine the team's competence structure to illustrate what skills and experiences were identified as necessary to work successfully. We will show through case studies how changing the company culture builds the internal understanding of design's value and how this in turn grows the demand to involve designers at the strategic level.
Designing the “70”: Design thinking and the 70:20:10 learning modelSprout Labs
This document discusses using design thinking to design the "70" component of the 70:20:10 model for instructional design. It begins by explaining what design thinking is and how it relates to the ADDIE model. It then discusses understanding learners, contexts and problems through techniques like empathy mapping and creating learner personas. The document outlines an ideation process and prototyping low and high fidelity prototypes. It provides an example of Rebecca using design thinking to develop an onboarding program incorporating the 70:20:10 model.
Applying ResearchOps and DesignOps in globally distributed teams @ the Global...Patrizia Bertini
How can we organise and manage globally distributed teams, harmonise design and research processes and tools, increase spending efficiencies, boost teams’ productivity, decrease research and design lead time, and create a OneTeam mentality? How can we foster a rapid experimentation mentality, increase our data informed, customer-backed, and insight lead approach to design across 7 regions? These were few of the challenges I faced when I started my journey in DesignOps leading the designOps for 7 teams across the globe. This talk will highlight the strategic planning and execution behind the establishment of a global DesignOps practice through a case study that will describe how we identified the priorities and executed a global roadmap and how we have been promoting an insight and research focused approach to design to empower designers and to strengthen Design’s strategic role within the company.
How to make sure you 702010 model is successful - webinar slidesSprout Labs
The 70:20:10 model is not easy to transform into reality. Learning and development people are often unsure about where to start with the model. Sprout Labs has put together the Learning While Working Framework to help guide the design and implementation of 70:20:10 learning models. The 1st stage of the Sprout Labs Learning While Working Framework is understanding. This stage is a mixture of understanding the business problem, understanding the learners, and understanding the context. The understanding stage of project is the bedrock that makes sure your 70:20:10 model is successful.
This webinar explored:
- why this understanding phase is important for the success for 70:20:10
- what are the best projects to work on when get started with a 70:20:10 model
- how the understanding phase can be used to engage stakeholders
- how techniques from design thinking and lean manufacturing can be used in learning
- the use of learner and stakeholder personas.
UX Torino torna con una novità: gli incontri saranno itineranti, ospitati da diverse aziende in modo da promuovere al meglio la possibilità di networking. Il primo incontro è stato ospitato da Fightbean il 16 ottobre 2017. Abbiamo parlato delle buzzword del momento: cosa significa fare Design Thinking, Lean e Agile?
This document provides an overview of agile project management techniques for instructional designers. It discusses how agile is better suited than traditional models for complex instructional design projects that require flexibility and responsiveness to change. The key aspects of agile covered include iterative development, prioritizing work based on business value, frequent planning and review cycles, and emphasis on collaboration and feedback.
This is a presentation on Design Thinking for a Project Management audience, showing the benefits of incorporating Design Thinking on projects and providing a very high-level overview of methods and tools.
Turn the next 12 days into a productivity makeover at work! These easy-to-implement tips, one for each day, are a perfect refresher.
Find out more about Redbooth at https://redbooth.com
SharePoint Worst Practices: 5 Common Mistakes to AvoidDux Raymond Sy
This document discusses common mistakes made in SharePoint implementations and how to avoid them. It identifies the top five mistakes as: 1) lack of proper planning, 2) focusing on showcase features rather than building solutions, 3) having an undefined business case, 4) having a poor understanding of SharePoint, and 5) unrealistic staffing. The document provides guidance on how to successfully plan a SharePoint project, define measurable goals and ROI, build solutions to address user needs, gain a thorough understanding of SharePoint, and assemble a dedicated project team.
The 7 Questions of Employee EngagementDavid Zinger
Questions Engage. This is a colorful and well-designed 7 question resource to ignite and sustain employee engagement through the application and asking of a daily question.
Make it a practice where you work to ask and respond to a daily engaging question. Use these 7 questions and also use the question to develop your own questions.
Project Manager and Business Analyst - Allies or EnnemiesMarc Bonnemains
This document summarizes a presentation given by Marc Bonnemains on the relationship between project managers and business analysts. It discusses how their roles complement each other to define project scope and requirements. While project managers focus on delivering solutions through project management and business analysts focus on defining business value, they must work together closely. Their relationship requires clear roles and responsibilities, open communication, and mutual trust and respect. Understanding how their knowledge and responsibilities overlap is key to ensuring project success.
This is a tool to help business analysts assess their skills and comptencies against the contents of IIBA's BABOK.
For more information visit www.ModernAnalyst.com
This document summarizes Christoph Becher's presentation about building games with Unity 3D. The presentation covers setting up an indie game studio, key considerations for teams of all sizes using Unity, and establishing pipelines and processes for managing assets and code across platforms and DLC. It emphasizes keeping projects organized and establishing automated workflows to simplify collaboration and releasing.
VWBPE: Best Practices Showcase: 3D Virtual Worlds in (K-12/International) Sch...David W. Deeds
David W. Deeds' presentation for the 2012 Virtual Worlds Best Practices in Education (VWBPE) Conference. "Best Practices Showcase: 3D Virtual Worlds in (K-12/International) Schools.
DBA #20 - Maximise Designer Impact in Startup by Youlanda KuoDesign Bootcamp Asia
The document provides tips for designers to maximize their impact by initiating projects, collaborating with teams, and sharing results. It recommends starting small, talking to business teams, and setting goals. Designers are encouraged to collaborate for fast feedback, iterate quickly, increase transparency, and help shape a design-driven culture. Measuring success is also important. Overall the document emphasizes the value designers can provide by driving business success through their work.
Conference talk at Plone Conference 2019 in Ferrara, Italy.
A traditional client-to-service provider work relationship is predicated on a hierarchy in which the needs and wishes of the client take precedence over all other considerations. In a rapidly paced work world under the increasing influence of accelerated technological change, such a traditional approach can have detrimental effects on the wellbeing of employees. The question with which service providers today must grapple is: How can we maintain our customer focus and ensure continued customer satisfaction while at the same time protecting the wellbeing of our team members?
The concept of “New Work” offers several suggestions for how to reconcile these seemingly competing needs. New Work encompasses a wealth of theories and methods relating to the organization of work, from self-organization to agility and modern leadership, to new work spaces, among many others. In this talk, we focus on our experience with implementing one such concept.
Over the years, my project management style has changed. It evolved from executing the mechanics of project management to one of creating environments for teams to work successfully together.
This presentation shares some of the patterns and lessons learned from my experience managing innovative teams.
Recently I worked on a turnaround project that needed some additional project management discipline and rigor. This presentation covers guidance and tips provided to other Project Managers.
Out of the silos and into the farm (NEPHP 2014)Marli Mesibov
The document discusses collaboration and its importance for successful projects. It advocates adopting an agile methodology over traditional waterfall approaches to promote collaboration between teams. The key aspects of agile methodology are frequent delivery of working software, business and development working together daily, and an ability to adapt to changing requirements. For collaboration to succeed, the document emphasizes keeping focused on the end goal, setting expectations between teams, and being willing to admit what you don't know.
Ulla Jones & Tuomas Manninen: Uncharted Territory of Strategic DesignService Design Network
OP Financial Group (OP) has worked long and consistently on building a design maturity that includes an internal design team and customer-centric design culture. Eventually it became necessary to separate strategic design from operational design so that design needs would be met at all levels. OP has entered the unchartered territory of strategic design, the most advanced level of design according to 'Danish Design Ladder'. We will examine the team's competence structure to illustrate what skills and experiences were identified as necessary to work successfully. We will show through case studies how changing the company culture builds the internal understanding of design's value and how this in turn grows the demand to involve designers at the strategic level.
Designing the “70”: Design thinking and the 70:20:10 learning modelSprout Labs
This document discusses using design thinking to design the "70" component of the 70:20:10 model for instructional design. It begins by explaining what design thinking is and how it relates to the ADDIE model. It then discusses understanding learners, contexts and problems through techniques like empathy mapping and creating learner personas. The document outlines an ideation process and prototyping low and high fidelity prototypes. It provides an example of Rebecca using design thinking to develop an onboarding program incorporating the 70:20:10 model.
Applying ResearchOps and DesignOps in globally distributed teams @ the Global...Patrizia Bertini
How can we organise and manage globally distributed teams, harmonise design and research processes and tools, increase spending efficiencies, boost teams’ productivity, decrease research and design lead time, and create a OneTeam mentality? How can we foster a rapid experimentation mentality, increase our data informed, customer-backed, and insight lead approach to design across 7 regions? These were few of the challenges I faced when I started my journey in DesignOps leading the designOps for 7 teams across the globe. This talk will highlight the strategic planning and execution behind the establishment of a global DesignOps practice through a case study that will describe how we identified the priorities and executed a global roadmap and how we have been promoting an insight and research focused approach to design to empower designers and to strengthen Design’s strategic role within the company.
How to make sure you 702010 model is successful - webinar slidesSprout Labs
The 70:20:10 model is not easy to transform into reality. Learning and development people are often unsure about where to start with the model. Sprout Labs has put together the Learning While Working Framework to help guide the design and implementation of 70:20:10 learning models. The 1st stage of the Sprout Labs Learning While Working Framework is understanding. This stage is a mixture of understanding the business problem, understanding the learners, and understanding the context. The understanding stage of project is the bedrock that makes sure your 70:20:10 model is successful.
This webinar explored:
- why this understanding phase is important for the success for 70:20:10
- what are the best projects to work on when get started with a 70:20:10 model
- how the understanding phase can be used to engage stakeholders
- how techniques from design thinking and lean manufacturing can be used in learning
- the use of learner and stakeholder personas.
UX Torino torna con una novità: gli incontri saranno itineranti, ospitati da diverse aziende in modo da promuovere al meglio la possibilità di networking. Il primo incontro è stato ospitato da Fightbean il 16 ottobre 2017. Abbiamo parlato delle buzzword del momento: cosa significa fare Design Thinking, Lean e Agile?
This document provides an overview of agile project management techniques for instructional designers. It discusses how agile is better suited than traditional models for complex instructional design projects that require flexibility and responsiveness to change. The key aspects of agile covered include iterative development, prioritizing work based on business value, frequent planning and review cycles, and emphasis on collaboration and feedback.
This is a presentation on Design Thinking for a Project Management audience, showing the benefits of incorporating Design Thinking on projects and providing a very high-level overview of methods and tools.
Turn the next 12 days into a productivity makeover at work! These easy-to-implement tips, one for each day, are a perfect refresher.
Find out more about Redbooth at https://redbooth.com
SharePoint Worst Practices: 5 Common Mistakes to AvoidDux Raymond Sy
This document discusses common mistakes made in SharePoint implementations and how to avoid them. It identifies the top five mistakes as: 1) lack of proper planning, 2) focusing on showcase features rather than building solutions, 3) having an undefined business case, 4) having a poor understanding of SharePoint, and 5) unrealistic staffing. The document provides guidance on how to successfully plan a SharePoint project, define measurable goals and ROI, build solutions to address user needs, gain a thorough understanding of SharePoint, and assemble a dedicated project team.
The 7 Questions of Employee EngagementDavid Zinger
Questions Engage. This is a colorful and well-designed 7 question resource to ignite and sustain employee engagement through the application and asking of a daily question.
Make it a practice where you work to ask and respond to a daily engaging question. Use these 7 questions and also use the question to develop your own questions.
Project Manager and Business Analyst - Allies or EnnemiesMarc Bonnemains
This document summarizes a presentation given by Marc Bonnemains on the relationship between project managers and business analysts. It discusses how their roles complement each other to define project scope and requirements. While project managers focus on delivering solutions through project management and business analysts focus on defining business value, they must work together closely. Their relationship requires clear roles and responsibilities, open communication, and mutual trust and respect. Understanding how their knowledge and responsibilities overlap is key to ensuring project success.
This is a tool to help business analysts assess their skills and comptencies against the contents of IIBA's BABOK.
For more information visit www.ModernAnalyst.com
This document summarizes Christoph Becher's presentation about building games with Unity 3D. The presentation covers setting up an indie game studio, key considerations for teams of all sizes using Unity, and establishing pipelines and processes for managing assets and code across platforms and DLC. It emphasizes keeping projects organized and establishing automated workflows to simplify collaboration and releasing.
VWBPE: Best Practices Showcase: 3D Virtual Worlds in (K-12/International) Sch...David W. Deeds
David W. Deeds' presentation for the 2012 Virtual Worlds Best Practices in Education (VWBPE) Conference. "Best Practices Showcase: 3D Virtual Worlds in (K-12/International) Schools.
Patrick O'Shaughnessey, Founder of Patched Reality Inc, gives an overview of AR SDK tutorial options, and tutorials using 4 of the most widely used SDK's in Unity 3D.
Unity 3d is a popular game engine used to design games for mobiles,xbox etc.
It was developed by unity technologies and it was useful to those who want to start game designing
This business case document outlines a proposed project, including its purpose, background, options considered, deliverables, scope, constraints, risks, benefits, commercial proposition, and financial analysis. The document provides details on what the project will and will not deliver, any constraints, key risks, expected financial benefits and costs, procurement strategy, and serves as the baseline for ongoing assessment of the project.
project on construction of house report.Hagi Sahib
The document provides details of a project to construct a house including the project charter, scope, schedule, and resources. The project has defined activities to construct the house over a 1 year period within a budget of Rs. 14,365,047. Key stakeholders include the customer Mr. Ali Hamza and supplier vendors. The project manager developed a work breakdown structure and activity list to plan and track the house construction.
Project Manager/Business Analyst friction and how to overcome it by Penny PullanMaking Projects Work Ltd.
This was a presentation for the IIBA UK Chapter in London on 28th May 2015, based on research presented at the PMI Global Congress earlier in the month.
It looks at the friction that exists between project managers and business analysts, explores why this is so and looks at how to overcome the issues.
Engaging your Employees through a Compelling Organizational VisionTalentMap
Do you know the single, most important, factor in determining how engaged your employees are? Compensation? Teamwork? Feedback and Recognition? Nope. All wrong. It’s seeing a clear link between one’s work and the organization’s long-term objectives, i.e. its vision. Employees need to feel part of something greater than themselves; they want and need to be on board with the big picture. Yet so many organizations struggle to get this one right, but when they do, employee engagement goes through the roof!
Successful project managers must do more than manage; they
must also lead the project. And if you want to lead effectively, your focus should be on your stakeholders. Here's a few thoughts on leading a project.
Join the founder and president of TalentMap, as he looks to answer your questions related to the challenges associated with employee engagement in Nonprofit organizations. We explore topics such as: What engagement is and how it differs for Nonprofits; the drivers of employee engagement in Nonprofits, and finally, best case practices and recommendations to improve engagement drivers. To register for a live Webinar,please visit us at TalentMap.com
Capturing Lessons learned Information - Making your current and future projec...Dow Publishing LLC
Agenda:
1. Collect Lessons Learned at Project Kick-off
2. Collect Lessons Learned throughout life of project
3. Review Past Project Information
4. Show discretion in what you are capturing
Visual project management simplifying project execution to deliver on time an...ssuser52fa40
This document discusses why projects are often late and over budget, despite best efforts. It finds that while training improves control factors like scope and quality, there is an inverse relationship between training and schedule/budget performance. This is because training focuses on planning and control, not execution. Execution accounts for under 5% of the Project Management Body of Knowledge (PMBOK) guide content. The document argues successful project execution is an art, not a science, and that improving execution can boost financial returns by 65% for "best executors." Focusing on on-time and on-budget performance yields more financial gains than other initiatives.
OKRs - Practical tips for getting started from practical experience with doze...Tima Bouqdour
OKRs can and will transform your organisation when implemented properly, but many people are confused on how to get started and what pitfalls to avoid.
This presentation will give you an easy-to-understand introduction of things to consider, and our top tips, from experience gained implementing OKRs for thousands of people.
WhiteLight Consulting provides learning and development services to help organizations. Their signature coaching program focuses on developing direct reports and is segmented into categories based on a manager's skills. The program includes coaching sessions that help managers improve competencies like delegation, feedback, and developing others. WhiteLight Consulting's team includes experienced coaches and facilitators. They offer customized workshops, executive coaching, and consulting services to address business challenges.
This edition of The SoDA Report On… explores project management challenges and successes that agencies are facing in 2016 and how best practices can help with margin predictions, managing client expectations, nurturing the agency’s creative team, and much more. This Report includes original articles by the industry’s finest minds.
WhiteLight Consulting is an organization that provides training, executive coaching, and consulting services to help companies run effective meetings and offsites. They recommend establishing clear objectives for meetings and offsites, inviting the right people to attend, focusing discussions on business matters rather than social activities, and producing tangible outcomes rather than just focusing on process. WhiteLight also provides client testimonials, details their confidentiality policy, and examples of the types of services they can provide to help organizations improve performance through more meaningful meetings, training, and executive coaching.
Research and thoughts on designing learning that works from the team at Learning Plan. Presented by Peter Napier at the Webqem content breakfast in February 2018.
For further information please contact us via team@learningplan.com.au or visit us at learningplan.com
This document summarizes a presentation on how to think like a project manager. It discusses defining what a project is, why projects are important, and challenges in projects. It then outlines key aspects of project management like knowledge areas and process groups. The main part discusses six ways to think like a project manager: think balance, think globally, think in teams, think realistically, think holistically, and think about incentives. The document ends with takeaways about advancing project management through knowledge, processes, tools, and thinking like a project manager.
This document provides a job profile for a junior consultant position at a financial consultancy firm. The firm's mission is to achieve excellence in financial consultancy and their vision is to be the most respected financial services provider across India.
The junior consultant will assist senior consultants with fieldwork, identify issues and recommendations, help coordinate internal audit projects, and assist with developing proposals for clients. The role requires a bachelor's degree, 1-2 years of experience, and skills in audits, risk management, and financial modeling. Candidates will go through a screening, aptitude test, interview, and verification as part of the recruitment process.
Building new products - sundar rajan - discovery process (part 3)Sundar Rajan
In this talk, we will understand the challenges & risks associated with new product development. We will also learn the concept of a discovery process to minimize these risks in a systematic way.
During the talk we will build a fictitious product using the discovery process to understand this methodology.
This is a slightly modified version (includes text of speaker notes) of the presentation that our CEO, Brennan, delivered at the CHRO Summit in Toronto. It focuses on why leaders need to focus on employee engagement more, why they don't currently and how to fix that.
About the Report
Our team met with 68 corporates during Dec 2013 – Feb 2014. Based on our indepth interactions with the Corporates and their L&D priorities for the coming year, some of the needs resonated repeatedly. We thought why not share the findings with all of you. Isn’t it what shared learning is all about !
This document is about Top 5 needs which we will share with you . In addition, to these 5 needs, there was an almost common need to make the learning relevant to workplace.
This document is a summation of those needs and also share with you some potential solutions that may help you address these key people development needs.
Transforming Your Business Performance with People Analytics (CIPD Annual Exh...Sasha Hanau
This document discusses how companies can use people analytics to improve business performance by better understanding employee engagement. It advocates measuring employee engagement regularly through pulse surveys to track trends over time. Analytics can then identify actionable insights by analyzing comments and prioritizing issues into a SSCC (stop, start, continue, change) framework. Regular reporting to leadership using metrics and benchmarks allows people strategies to be strategically aligned with business goals. A case study example shows how one company used these people analytics practices over 5 years to sustain high growth while maintaining culture.
1) The document discusses the importance of an entrepreneurial mindset for career success, even for those not starting their own business. It emphasizes qualities like never giving up, building networks, securing funding, and accepting imperfect initial solutions.
2) Key lessons from cases and the author's experience include persevering through challenges, seeking help from others, demonstrating projects' value to obtain approval and funding, and improving over time with revenue.
3) Successful leadership requires qualities like healthy debate, prioritizing interests beyond one's own, learning from mistakes, and stepping aside if not performing well. Regular review and willingness to change course are also discussed.
This document summarizes a presentation on project leadership and taking a people-first approach to project management. The presentation discusses how organizations are increasingly focusing on leadership skills in addition to technical skills. It also covers keys to project success like focusing on teams, collaboration, understanding people's motivations and communication styles. The presentation promotes embracing a people-first approach to project management by engaging stakeholders, building teams and demonstrating leadership.
Similar to Project Manager/Business Analyst friction and how to overcome it by Penny Pullan (20)
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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2. Small groups:
discuss
Explore BA/PM friction
and how to overcome it.
Roles
Survey
Causes of
tension
7:30 Start
8:15 Finish
?:
timekeeper Everyone -
participants
Ask burning questions;
One conversation;
Respect others;
Let’s learn and develop.
What
next?
Penny:
facilitator
Top Tips
PP: provide PMI paper
to those who give their
e-mail address.
6. A plea for help!
Virtual working picture drawn by Vanessa Randle.
7. ‘the application of
knowledge, skills, tools and
techniques
to project activities
to meet the project
requirements’
(From PMI PMBOK v5)
8. ‘Business analysis is the practice of
enabling change in an enterprise
by defining needs
and recommending solutions
that deliver value to stakeholders.
Business analysis enables an enterprise to
articulate needs and the rationale for
change,
and to design and describe solutions that
can deliver value.’
(From IIBA BABOK v3)
9. ‘Business analysis is the application of knowledge,
skills, tools and techniques to:
•Determine problems and identify business needs;
•Identify and recommend viable solutions to meet
those needs;
•Elicit, document and manage stakeholder
requirements in order to meet the business and
project objectives;
•Facilitate the successful implementation of the
project, service or end result of the project or
program.
In short, business analysis is the set of activities
performed to identify business needs and
recommend relevant solutions; and to elicit,
document and manage requirements.’
11. Picture adapted from Suzanne Robertson’s chapter ‘Working with the Project Manager’
in ‘Business Analysis and Leadership’. Drawn by Vanessa Randle.
18. “In my organization, PMs are mere
administrators with little insight about the
intricacies of what is required. I have spent
literally hours trying to explain my PM the
why of something for him to respond: 'But
this will be done by tomorrow, right?' Thus I
do not bother now. I use passive-aggressive
techniques & yoga to counteract the
frustration.”
19. “The PM is under pressure to get the project
finished on time. The BA (me!) can see
opportunities for delivery of significant
organizational efficiencies being missed by
an overly ambitious timeline. The PM has
very narrow view, whereas focus of BA is
probably more enterprise-wide. ”
22. “As a PM I often had the experience that
BAs stay at an academic level and are not
always in touch with the real world.”
“BAs have an agenda, which is not aligned
to the project. They get upset when they
have to work within given constraints.”
36. Who said this?Who said this?
“For me, it's not about project success,
it's about business success.
I'd rather can a bad project
than drive it to an ‘on budget, on scope,
on time’ delivery of negligible benefit.”
I will talk through the plan and introduce them to the graphics that I will be using. They don’t need to read all the details in this picture as it will give them an overview that I will talk them through quickly. It shows that there will be interaction and a lot of time for Q&A.
These were requested.
Replace with picture…
This is where I will introduce myself and why I’m the person to be presenting on BA/PM friction!
I would far rather draw this live in front of the group as it is more engaging, but I suppose you need it in PowerPoint for review.
I find that these hand-drawn graphics work really well with groups.
Key points here: I have been both a BA and PM, so see both perspectives. My focus is success in tricky projects, hence the need for both disciplines. I’ve been doing this for 20 years, around the world. I’ve written three books on facilitation, people in PM and BA leadership.
This slide is to ask people to help me with my next book on virtual working. Do they do this? Do they spend a lot of time on the phone working across time zones with colleagues elsewhere? Please get your e-mail address to me at the end and I’ll get in touch to hear your stories…
Let’s just check up on the PMI definitions for the two roles, to make sure we’re really clear…
PMBOK 2013
Let’s just check up on the PMI definitions for the two roles, to make sure we’re really clear…
PMBOK 2013
Now for BA – lots more words!
BA Practice Guide 2015
Take from BABOK v 3
At this point, I will ask the people in the room to put up their hands if they consider themselves Project Managers, then Business Analysts, then both.
The roles of the Project Manager and the Business Analyst are complementary but different.
PM focus on project scope – what we are going to need to do to deliver the solution.
BA focus on solution scope – what the solution needs to be/do.
Picture adapted from Suzanne Robertson’s chapter ‘Working with the Project Manager’ in ‘Business Analysis and Leadership’. Drawn by Vanessa Randle.
All sounds lovely, but what happens in reality?
But too often sparks fly! I find this to be a recurring theme in my mentoring with BAs…
I will ask people to choose a response and then do a poll by show of hands.
This slide gives a view of the range of countries involved in the survey! The size is related to the number of submissions from each country.
At this point I will introduce the survey, introducing the background (ESI webinar in 2014 with >200 people). Then survey this year with nearly 200 people from over 20 countries.
How does this compare to our results?
The PMs tended to rate the relationships rather higher than the BAs. Also PMs rated the relationship higher than programme managers and BA managers. See the paper for details.
This is where I will ask them for the causes of the tension that does exist. Work in groups…
Change to individual…
One of the issues that came up quite strongly is that the BA role is growing and changing, and that this is not always realized by PMs.
See the paper:
Business analysis has grown rapidly over the last decade, driven by the rise in complexity of projects, outsourcing and even the global downturn. Projects are more likely to have multiple stakeholders, ambiguity around project features, resources and phases and/or even unknown project features, resources and phases, all of which make requirements elicitation more difficult. Poor requirements and/or missing requirements are leading causes of project failure (Oullette et al, 2014). Outsourcing in the early years of this century forced many companies to improve their internal requirement elicitation and documentation to ensure that their outsourcing partners could work to provide working solutions. The downturn meant that less money was available to spend on projects, so known causes of failure, such as poor requirements definitions and elicitation came into focus.
The relationship of many project managers with their business analysis colleagues has changed too. Years ago, the business analyst was typically a junior member of the project team, probably reporting into the project manager and seeing the project manager role as a future career step. Nowadays, business analysts can stay out of project management throughout their careers, even as they rise to strategic positions in their organizations. Business analysts are leaders in their own right, working alongside the project manager. The relationship between the two roles has had to change. Both have a leadership role to play on the project and this can be difficult for both sides, especially for those project managers who were used to the old ways and haven’t yet adapted.
When the author contacted project managers and asked them to comment on their project manager/business analyst relationship, many responded that ‘they didn’t work with business analysts’ and some had not heard of business analysis as a project role!
The author shared the survey widely in social media in both project management and business analysis groups. Interestingly, business analyst responses outnumbered project manager responses by more than two to one. This might indicate that business analysts found the topic more engaging. Interestingly, almost half of those who identified as project managers also identified as business analysts, indicating that often one person often covers both roles.
Oh dear!
Uh oh!
Tensions caused by the PM – I will go through one by one.
Penny will describe how a Project Manager can appear to the BA to be like a racehorse, straining for the finish, and wearing blinkers to stop other things distracting them.
Now it is the turn of the PMs to talk about BAs….
There is much less consensus about tensions caused by BAs. See the lower percentages than the PM slide.
Penny will talk through each one.
Penny describes how a Business Analyst can appear to be going off investigating everything, without an awareness of the limits of cost and time.
Some issues came not from PM or BA but from the organization as a whole, so the organisational set up can really cause problems for the PM/BA relationship.
There is one!
What sustains productive partnerships – in order of results.
Penny will go through.
Ways organizations can help the PM BA friction to go away.
Penny will go through her BA leadership model, from which PMs can learn a lot too!
When we talk about business analysis leadership, we mean that business analysts need to step up to leadership themselves first, then be a real leader alongside you on the project, in a complimentary way. They are the person in the project who considers what is best for the organisation and beyond. Here’s a view of the different levels of business analysis leadership from the author’s book (Pullan and Archer, 2013).
This research has shown that trust and respect form a great basis for a productive relationship, so start off that way by trusting your business analyst as the fellow leader that they can be.
Penny explains how far too often, BAs and PMs seem to use a different language. She then goes on to describe how each view scope as an example. So they need to develop a common understanding and strive to use a common language.
Good communications and mutual understanding came out very high in the survey. By developing a common understanding of the project and of each other’s roles, with a shared use of language, you can build a strong rapport to serve your project together. Let’s look at a couple of examples of this in a bit more detail.
Too often, project managers and business analysts use slightly different terms or, worse still, use the same word in different ways. One example of the latter is the word scope. Project managers will think of scope as all the tasks that need to be done to complete the project, defined by the work breakdown structure. This is project scope. Business analysts use the same word, scope, to mean the boundary between what’s included and what’s excluded from the solution. This is solution scope or product scope. Can you see the difficulties this can cause? So make sure that you understand the business analyst’s perspective and their language and how they use it. Then help them to do the same for you.
As a project manager, consider how useful it would be if your business analyst colleague came to you with all the requirements work planned out in a work breakdown structure, with risks identified, effort assessed and a potential schedule worked out. Then you could work together to come up with the final version to be incorporated into the overall project plan. The first time you do this, you may well need to help your business analyst, as this requires project management skills, but over time it will strengthen your relationship and you’ll come up with better plans.
There are many areas where project managers and business analysts can work together powerfully.
Risk management is one such area. The project manager is in charge of managing risk, however the business analyst is likely to have the facilitation skills and the close relationships with a diverse range of stakeholders, which are useful for identifying risks and facilitating the risk management process. The two roles work together and complement each other.
Another complementary area is communications. By building a communications plan alongside your business analyst colleague, you’ll be able to tap into their deeper knowledge of individual stakeholders and their needs.
In a partnership like this where tension is possible, it’s a really good idea to use a RACI matrix to ensure that you are both completely clear on who is responsible for doing each action, who is accountable, who needs to be consulted and who needs to be informed.
In the survey, the answers remind us that the project manager and business analyst relationship doesn’t happen in a vacuum. Your context matters and your organization can help or hinder how the two roles work together.
As a project manager, if you are appointed before the business analyst, push for and encourage your managers to provide a business analyst from the very start. Do you have a clear vision from your senior stakeholders? If not, how can you facilitate this? Is the governance for your project clear? If not, ask questions and clarify things like escalation paths before they are needed.
If your organization doesn’t have clear roles and responsibilities for the project manager and business analyst, then as a minimum, discuss and agree these with your business analyst right at the start.
As your relationship with your business analyst develops, make sure you take time away from project tasks to be able to reflect on how the project is going. What’s going well? Build on it; do more of it. What would make things better for your business analyst colleague? Why not give those things a try? What would make things better for you? Why not discuss this and agree how you’ll do things differently in the future. As the quote earlier in this paper from our survey says, ‘Cake helps!’ Spend time together, reflecting, learning and improving both your relationship and the effectiveness of your work together, towards the ultimate goal of project success.
Think and discuss with your table what you will do differently to build a fabulously productive partnership between your BAs and your PMs?
You have x minutes.
Who cares? Surely we are in this game together to deliver projects that make a difference.
All the best doing just that.
Please add your notes here
Please add your notes here
This slide is to ask people to help me with my next book on virtual working. Do they do this? Do they spend a lot of time on the phone working across time zones with colleagues elsewhere? Please get your e-mail address to me at the end and I’ll get in touch to hear your stories…