"We build systems like the Wright brothers built airplanes; build one, push it off the cliff, see if it flies; when it doesn't, run down the hill; pick up the pieces and build it again."
Gerald Weinberg




PROJECT MANAGEMENT ROLES & RESPONSIBILITIES IN ANALYSIS
 
 

Project Managers have historically been focused primarily on the on-time, on-budget delivery of unique products. The recent trend towards business innovation in IT projects has triggered project managers to:

  • Think more strategically; focusing on not just the outputs of the project but on the desired business outcomes to be delivered.
  • Proactively balance the drive to get it done with the finesse to get it right.
  • Plot an effective working relationship with business analysts to ensure:
    • The enterprise requirements driving a project are agreed to and documented.
    • The user requirements are developed and detailed in a way that both innovates the business and enables systems to be built right the first time.
    • The requirements are leveraged and transformed in the design, creation, and roll-out of solutions; not just signed off on and then too quickly left behind.

Course Outcomes:
Project Managers attending this course will leave:


  1. With a renewed appreciation of the need for formal business analysis/requirements on projects.

    1. Including an articulation of:

      1. Why requirements are crucial to project success.
      2. Why the analysis steps are important; especially when it feels like the project is slowing down and people need to be reminded why the time and energy is worth it.

  2. With a framework for clarifying:

    1. What needs to be done throughout the lifecycle to ensure business requirements are developed and delivered.
    2. How to best leverage business analysts including a participation matrix indentifying what tasks and activities the business analyst should do versus the project manager and vice versa.
    3. Strategies for developing a positive dynamic tension and collaboration relationship between business analysts and project managers (rather than a clash of wills).
    4. When to call analysis “done” and move forward, without getting stuck in analysis-paralysis.

  3. With a working vocabulary and knowledge of what business analysts know:

    1. For each business analysis technique/instrument (e.g. Process Models)

      1. What is it?
      2. Why is it important?
      3. How do I read it?
      4. How does the project transform it going forward?

  4. With tips and for putting the project team and the business analysts in a “bubble for success”.
  5. How to identify the various types of projects that PMs will encounter and how to adjust and scale the role of analysis accordingly.

Who Should Attend:
Anyone leading, sponsoring or working on a project team.

Course Duration:
One Day

Class Availability: Request It Now!

 

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