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Ever wonder why change is so hard? Why so many people resist it? Not so surprising, really, when we understand that approximately 75% of the US population is made up of folks who have personality preferences that desire stability rather than change, and who place significant meaning on the past and present rather than the future1. (Based upon the Myers-Briggs Type Distribution of the national representative sample from 2003.)
Business Requirements: Key Component for Success
Clear, concise, and complete business requirements are an essential component to the success of any project. Good project managers everywhere realize the importance of solid business requirements. However, ensuring that your business requirements are complete can be more challenging than ever.
As a member of a project team or manager of a Program or Project Management Office, have you ever wondered why some project meetings seem to be so unproductive? Have you ever been part of a conversation where you find yourself, or team members, asking why you are meeting twice a week when you could easily meet once a week and still achieve the same results? If you find yourself asking these types of questions, stop and take a minute to review some key indicators that often prove you might have an issue that needs to be addressed before it gets out of control.
What is “process design” and why would I care to facilitate it?A process is an end-to-end set of activities which provide something of value to a customer. Examples include business processes such as documenting procedures, delivering customer orders, paying employees as well as non-business processes such as hosting a class reunion.
Project Managers often find themselves in a frenzy trying to get the necessary project documentation created and approved. Documentation such as Project Charters, Rules of Engagement, Business Requirements, Risk Analyses, and other deliverables involve iterative cycles of information gathering, decision making, reviews and approvals by multiple parties in order to finalize each deliverable.