PMcrunch

The business analysis function is one that needs to be managed with care and the wisdom of experience. Business analysts handle requirements management, systems analysis, business analysis, requirements analysis, or consulting. The various activities around these functions take place throughout the project and require continuous monitoring, starting at a high level near the beginning of the project. This post explores key business analysis activities throughout the project lifecycle.

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Talent management is a huge challenge for corporations and organizations of all types and sizes. I many cases, success at talent management within the organization can be the key differentiating factor between success and failure for the organization. Likewise, success at project management, program management, and portfolio management also largely hinges on strong talent management. Part of this challenge lies at the relationship between the organization’s talent management capabilities and those of the projects and programs.

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How does the emergence of Web 2.0 collaborative capabilities and networks effect the organizational landscape, and how does that effect project and program managers? I think the key to answering this question is to look at what is happening to interpersonal relationships, power centers, and influence within organizations to see how this is changing as a result of this emerging development. I find that we can gain insights into this by observing from the following point of view: a. Organization charts are the way the organization is “supposed” to be, and b. Web 2.0 collaboration reveals relationships, and hence organization structure, as it really is. Let’s explore…

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Sometimes I wonder if we are too success oriented. In other words, we as project managers feel that we have failed if our projects fail in anyway, and we define ourselves by project success and project failure. This reminds me of children in school striving all the time to get perfect grades. The problem with this is that sometimes failures produce our greatest successes. Do we have a project management expectation that acknowledges that?

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Enterprise Architecture ( EA ), Organizational Strategy, and Project Portfolio Management (PPM) are closely related.  The question is, “How are they related on a very practical level?”  Let’s take a look.

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PRINCE2 – PRojects IN Controlled Environments – is a major worldwide project management framework, or methodology. It takes a different approach than the PMI’s PMBOK, but the goal of both is to improve project performance. While PMBOK is generally well-accepted worldwide, it is by far the leading approach in North America. PRINCE2 on the other hand is strongest in the United Kingdom, with a strong presence in Europe, Australia, and other typically English-speaking countries outside North America. But both are expanding there reach on a constant basis as the world gradually “projectizes.”

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MBWA (Management by Walking Around) is a technique that has been around for quite awhile. I am not sure exactly where it originated, but I have practiced it myself and have observed others practicing it – both intentionally and unintentionally. It is very effective if used properly – and very ineffective if not used correctly!

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There is an interesting aspect to the relationship between processes and projects. Where processes are what keep a business flowing on a day to day basis, projects are what puts new processes in place, re-shapes existing processes, or replaces a process. Processes have lifecycle; most processes have a finite life. Thus projects have a very definite place in the lifecycle of processes.

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MPMM – Method123 Project Management Methodology offers a very comprehensive suite of project management templates and more for implementing best practices – derived from PMBOK and PRINCE2 – within an organization.

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Is project management a project or a process? How about Six Sigma? These are interesting questions and point toward optimal and complementary use of both disciplines.

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