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Whether you're a Project Manager or a Business Analyst, you can certainly relate to a situation where you've felt like your cohort on a project was from a completely different planet! This panel discussion webinar between our PM expert, Ori Schibi, and our BA expert, Cheryl Lee, will explore some of the misconceptions that each role has and learn how to play nicely with each other in the project world.
Communication is vital within projects and contributes significantly to project success. PMs and BAs have important—and different—roles. Let's take a look.
Effective requirements collection at the outset of the project is the key step that will ensure that the project manager can deliver what is actually expected. In this respect, the business analyst must become a key ally and advisor to the project manager. Most project managers are not trained business analysts, so taking advantage of the skill set that a business analyst can offer can greatly enhance the possibility of project success.
Today, every project comes with limited resources and an impossible timeline. You have to prioritize, but how do you determine what's most important? The answer is to do more than just prioritize. You have to fully understand your company's strategic direction and make every action align with that strategy. In this hour-long webinar, project management expert Yvan Bastien will show you how to reach that full understanding and make the kinds of informed decisions that lead to success.
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.
Learn how to leverage e-Learning to its full potential from someone who has succeeded in e-Learning. E-Learning is considered the way of the future for good reason: attractive cost-savings, flexibility, and convenience. To realize these benefits, you need to craft the training to meet a number of rigorous objectives. Join Kevin Kernohan, senior production manager at Global Knowledge, and Ann Schuler, learning and development consultant at the Government of Alberta Human Services Ministry, as they lead you from beginning to end of the e-Learning development cycle. In partnership with the Government of Alberta, Global Knowledge developed the Critical Thinking in Action training program for employees throughout the province. Discover why this e-Learning program earned a CSTD Award for Training Excellence and how you can assimilate these best practices into your organization.
This paper proposes a unifying model for project plans. A distinction will be made between the outputs of project planning and the project plan itself. The significance of this distinction is to allow projects of all types to be described at a high level, in a common language, regardless of the type of analysis used to develop the plan.
Business complexity, technology innovation and a new understanding of how we learn at work are causing the learning profession to re-think how they develop and sustain human performance and behaviour change. As a result new methods and approaches are emerging that promise to change the landscape of learning and development meeting in the coming years. This session will provide an opportunity to learn about the following trends and their application.
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: