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In this series, we are looking at six things that can trip up project managers. We’ve covered the hazards of overcommitting, how to provide feedback, the importance of taking responsibility, staying focused, and what leading from the front can actually look like. Finally, we’ll take a look at handling team input.
The demand for skilled business analysis (BA) professionals is on the rise, and a great way to declare your expertise is with a BA certification. But which BA certification is right for you: PMI-PBA, CBAP or CCBA? Here is a look at the eligibility requirements and steps for obtaining each.
Communication is vital within projects and contributes significantly to project success. PMs and BAs have important—and different—roles. Let's take a look.
Enterprise thinking, simply put, is the practice of considering the entire enterprise in decision-making, not just a given group or department. This style of thinking makes the organization both leaner and more agile—lean by reducing the waste and inefficiencies that come from blinkered and siloed thinking and agile by increasing everyone’s understanding of enterprise goals, vision, and functions.
Now that we have looked at the similarities and differences between the first two steps of the military decision-making process (MDMP) and the project management processes from the planning process group that align with them, it’s time to take a look at the third ste...
For a project manager (PM) who has served as a military officer on a battalion or higher staff, the parallels between the military decision-making process (MDMP), the orders production process, and project management doctrine prescribed by the Project Management Institute (PMI) are difficult to ignore. Both the MDMP and the processes outlined in A Guide to the Project Management Body of Knowledge—Fifth Edition (PMBOK® Guide) are iterative in nature, allow for the introduction of changes to the original plan, assign tasks and responsibilities, and involve the concept of managing the scope of the operation or project.
As mentioned earlier, one of the most useful pieces of guidance that ITIL provides relates to the categorization of suppliers. ITIL describes four categories of suppliers:
Enterprises, whether they are commercial, non-profit, or government entities, are operational organizations that operate through the execution of hundreds of processes. The quality of these processes affects every aspect of the enterprise and these processes are rarely static. Business Process Analysis (BPA) is the discipline of examining processes so that they may be changed to align with enterprise objectives.
In a recent post, I gave an overall description of a service portfolio and the key components of a portfolio. Here, I will describe how a cloud services provider might implement an ITIL service portfolio. A cloud services provider will regularly have a set of services under development, a set of service in live operation, and a set of services that are retired.
ITIL describes a service portfolio as a collection of the overall set of services managed by a service provider. A service portfolio describes a service provider’s boundaries and promises across all of the customers and market spaces it serves. I like to think of a service portfolio as describing the past, present, and future collection of services offered by a service provider. The figure below shows a high-level view of a service portfolio.