To achieve organizational goals in the challenging economic environment of 2012, business analysis will demand a broader perspective in order to drive full business impact. Business analysts will need to take a three-dimensional approach to fully capture requirements, which organizations recognize as the foundation of successful project and contract delivery. This theme underlies the 2012 Top 10 trends for RMD.
Several things help to make risk management work. These include a risk process that is simple and scalable, competent people, and infrastructure, providing the tools to support risk management and handle significant amounts of risk data. But the most important contributor is the culture of the organisation. So how can an organisation develop a strong and mature risk culture?
The recent explosive growth in cloud computing and SaaS application consumption leaves no doubt that Software as a Service implementations running on cloud computing infrastructure are here to stay. Here are some granular market developments and key trends for SaaS and Cloud Computing in 2012.
Leaders who introduce Change Programs into their businesses will do so for any number of reasons but they will all have one outcome in mind – improving the current situation. Having decided that a change needs to happen some form of program needs to be put in place to deliver it.
When I teach product owners I ask what qualities the product backlog should fulfill. More often than not, a key property is missed: emergence. This corresponds to my experience of how product backlogs are commonly used: as a requirements list that doesn’t change much.
What gives meaning to accomplishment? In the end, it is the journey that matters more than the destination. How we get there and most especially, how we are led there, is what instills color in our memories.
Just because someone sponsored the project, doesn’t mean they are engaged! You want to ensure that your sponsor is engaged in the project.
Stakeholder Management is a critical area of any programme of work, regardless of the nature of the programme. However, complaints about difficult stakeholders are rife and it comes as no surprise that these stakeholders who often carry significant weight have the ability to hinder and hijack the realisation of a business strategy that, for one reason or another, is not in their interests.
It doesn’t matter how dedicated your team of programme and project managers are, every now and again they can benefit from a fresh set of eyes taking a look at what’s going on. A team that is ‘heads down’ in delivery mode can sometimes suffer from groupthink and perhaps become blinkered into thinking their approach is not only the best but the only way forward.
In my opinion and experience, projects are successful due to two main factors (1) Diligence in planning and (2) Rapid issue closure. For this article, I will ignore diligent planning and assume that all projects plan properly with the right assumptions, estimates, plan, etc (I know, I know, but bear with me).
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