https://modernanalyst.com RSS feeds for Business Analyst Community & Resources | Modern Analyst 60 https://modernanalyst.com/Resources/Articles/tabid/115/ID/7156/Feature-Prioritization-and-Roadmap-Planning-Applying-AI-Agents-for-Optimization.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=7156 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=7156&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/7156/Feature-Prioritization-and-Roadmap-Planning-Applying-AI-Agents-for-Optimization.aspx This article examines how the job of planning the roadmap and choosing which features should be prioritized is being changed by AI agents, according to this story. Instead of going with their gut, businesses could make better goods, be less biased, and better meet the needs of both users and companies if they start using data. AI helps teams make better, faster, and more detailed plans early in the planning process. adrian Sun, 01 Mar 2026 22:00:00 GMT f1397696-738c-4295-afcd-943feb885714:7156 https://modernanalyst.com/Resources/Articles/tabid/115/ID/7158/Reimagining-Project-Risk-Management-Through-a-Business-Analysts-Lens.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=7158 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=7158&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/7158/Reimagining-Project-Risk-Management-Through-a-Business-Analysts-Lens.aspx This article introduces a new model for risk management that is led by business analysts (BAs). This model builds upon traditional frameworks by incorporating user-centered design principles, predictive analytics, and continuous stakeholder feedback. Its purpose is to address the limitations of traditional frameworks, providing a broader lens that incorporates business objectives, evolving user requirements, and compliance shifts. adrian Sun, 22 Feb 2026 23:18:00 GMT f1397696-738c-4295-afcd-943feb885714:7158 https://modernanalyst.com/Resources/Articles/tabid/115/ID/7148/The-Most-Expensive-Word-in-Tech-Just.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=7148 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=7148&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/7148/The-Most-Expensive-Word-in-Tech-Just.aspx In tech teams, the word “just” (“just add a field,” “just change a label,” “just add an exception”) is a warning sign—not because people are wrong to ask, but because they’re only seeing the visible slice of the work. This article introduces the “Just Tax” framework to make hidden costs visible: Data, Decision, Dependency, Documentation, Deployment, and Diplomacy taxes. Through three quick BA-centric mini-scenarios, it shows how “small” changes become requirements debt when definitions, approvals, downstream systems, testing, and stakeholder expectations aren’t accounted for. It closes with practical, copy-paste lines BAs can use to keep momentum while turning “just” into a clear tradeoff. adrian Sun, 01 Feb 2026 05:34:00 GMT f1397696-738c-4295-afcd-943feb885714:7148 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6974/Making-Agile-Work-in-Complex-Systems-The-JTBD-Enhanced-User-Story-Framework.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=6974 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=6974&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6974/Making-Agile-Work-in-Complex-Systems-The-JTBD-Enhanced-User-Story-Framework.aspx This article presents a novel methodology that synergizes user stories with JTBD for complex projects. A thorough literature review is conducted, carefully highlighting the strengths, limitations, and overall benefits of each approach. Next, an integrated framework is introduced, featuring diagrams, examples, and a comparative table. A concise case example demonstrates practical application. In conclusion, implications, limitations, and future research directions are discussed, aiming to enhance requirement clarity and alignment in complex software development. adrian Sun, 27 Jul 2025 23:07:00 GMT f1397696-738c-4295-afcd-943feb885714:6974 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6686/How-Much-Scope-Does-a-Project-Need.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=6686 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=6686&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6686/How-Much-Scope-Does-a-Project-Need.aspx As a business analyst, your role is to act as the compass, steering projects toward their true north. By managing scope, aligning stakeholders, strategizing effectively, mitigating risks, and knowing when to stop, you can ensure that your projects deliver real value without collapsing under the weight of ambition. The next time you find yourself in a high-pressure project, ask yourself: How much scope does this project truly need? The answer might just be the key to its success. adrian Mon, 17 Feb 2025 20:49:00 GMT f1397696-738c-4295-afcd-943feb885714:6686 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6617/Navigating-the-Treacherous-Waters-of-Scope-Creep-in-Big-Rock-Projects.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=6617 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=6617&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6617/Navigating-the-Treacherous-Waters-of-Scope-Creep-in-Big-Rock-Projects.aspx In the vast landscape of project management, few challenges loom as large and insidious as scope creep. It's the silent saboteur that can derail even the most meticulously planned projects, leading to missed deadlines, ballooning budgets, and frayed nerves. When it comes to Big Rock Projects—those monumental undertakings that hold significant strategic importance for an organization—the stakes are even higher. These projects are the bedrock upon which future success is built, and allowing them to veer off course due to uncontrolled scope expansion is not an option. adrian Mon, 14 Oct 2024 01:28:00 GMT f1397696-738c-4295-afcd-943feb885714:6617 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6606/The-Power-Play-Project-Management-Meets-Game-of-Thrones.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=6606 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=6606&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6606/The-Power-Play-Project-Management-Meets-Game-of-Thrones.aspx In project management, while the stakes may not involve the fate of kingdoms, the power dynamics are just as critical. Managing a project is akin to maneuvering through a complex political landscape—success depends on mastering influence, timing, and relationships. A single misstep can jeopardize the entire project, risking all your efforts. As a business analyst, you’re not just a strategist; you’re a key player in a high-stakes game where victory depends on how skillfully you handle shifting alliances, influence, and timing. To succeed, you must sense the right moments to act, anticipate opponents, and adapt swiftly. Remember, there’s no middle ground—either you guide the project to success or watch it slip away. Here’s how to master these dynamics and emerge victorious. Transform VA Mon, 30 Sep 2024 01:10:00 GMT f1397696-738c-4295-afcd-943feb885714:6606 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6290/Managing-Risk-in-Project-Management-A-Practical-Guide.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=6290 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=6290&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6290/Managing-Risk-in-Project-Management-A-Practical-Guide.aspx The most crucial thing recent economic turbulences have taught business leaders- is managing risks. From increased geopolitical conflicts to recession fears, how organizations manage risks says a lot about their future. Although eliminating all vulnerabilities is practically impossible, you can still control some variables and risk factors to ensure your projects do not go off the rails. Let’s explore some practical tips, tools, and frameworks to help you identify and mitigate risks faster and more effectively. Transform VA Sun, 18 Jun 2023 11:22:00 GMT f1397696-738c-4295-afcd-943feb885714:6290 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6022/What-is-the-Role-of-Project-Management-in-Agile-Software-Development.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=6022 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=6022&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6022/What-is-the-Role-of-Project-Management-in-Agile-Software-Development.aspx Agile project management describes an iterative approach that targets project management in a given setup. Usually, Agile project management focuses on subdividing large projects into smaller and more manageable tasks. These tasks are completed in some sort of short iterations that cover the entire project life cycle.  If your team takes advantage of agile methodology, it will have higher chances of finishing the work faster, optimizing the workflow, and adapting to ever-changing project requirements.  Agile project management enables your team to re-evaluate every single task it is undertaking. The Agile project management also lets the team members adjust in increments to keep up with the shifting customer landscape. adrian Mon, 07 Mar 2022 03:04:00 GMT f1397696-738c-4295-afcd-943feb885714:6022 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5945/Managing-a-Group-of-Project-Managers-and-Business-Analysts.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5945 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5945&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5945/Managing-a-Group-of-Project-Managers-and-Business-Analysts.aspx Several years ago, I had the opportunity to manage a group of project managers and business analysts. This article reminisces about what shaped my thoughts on managing such a group and hopefully gives you some considerations given the opportunity. Past Experience Perhaps negative experiences impress us more than positive ones. What does not kill you, makes you stronger. In the area of managing a group of project managers and business analysts, two negative experiences stand out for me. I was a project manager engaged in a conversation with my boss on my development. I had worked for this person several years. I asked him if he had heard about a group called the “Project Management Institute.” He said “yes” and maybe he should expose the organization to the group. Maybe? I asked the question since I had been working as a project manager without guidance and frankly was a bit upset over the lack of leadership and development. I told myself, “isn’t that the role of management - to develop people.” Transform VA Sun, 07 Nov 2021 19:33:00 GMT f1397696-738c-4295-afcd-943feb885714:5945 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5786/Executing-a-Project-is-like-Assembling-a-Jigsaw-Puzzle.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5786 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5786&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5786/Executing-a-Project-is-like-Assembling-a-Jigsaw-Puzzle.aspx For the past year the COVID-19 virus has forced us to limit our exposure to the outside world. This virus has given us a need to find a home activity to entertain ourselves and our families. One of the activities I have pursued is assembling jigsaw puzzles. As you may know, a jigsaw puzzle is a challenge in assembling picture pieces into a single image. They come in various shapes and sizes. After doing a number of these puzzles, I noticed the similarity between this fun activity and executing a project. Transform VA Sun, 18 Apr 2021 19:19:00 GMT f1397696-738c-4295-afcd-943feb885714:5786 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5745/How-Much-Money-Have-Business-Analysts-Saved-You-This-Year.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5745 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5745&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5745/How-Much-Money-Have-Business-Analysts-Saved-You-This-Year.aspx Business Analysts save their companies money, in big and small ways, every day. Is your organization aware of the savings your Business Analysts (BAs) have provided? Few BAs brag about their successes, most are toiling away inside departments and projects, without a direct line of communications to their executives. But executives would be wise to search out these individuals and their managers to quantify these successes and use them to upskill others within their organizations.  Drawing on our experience with our consulting clients, large and small, we will share some specific examples of the business analysis value proposition. adrian Mon, 14 Dec 2020 13:09:00 GMT f1397696-738c-4295-afcd-943feb885714:5745 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5625/66-Lessons-from-50-Years-of-Software-Experience.aspx#Comments 2 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5625 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5625&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5625/66-Lessons-from-50-Years-of-Software-Experience.aspx I spent a lot of time in the past half-century doing software work: requirements, design, user experience, programming, testing, project management, writing documentation, process improvement leadership, writing 7 books and many articles, consulting, and training. Sure, there were some side trips along the way,.... But basically I’m a software guy. Over all that time, I’ve accumulated numerous insights about the software business. Here I offer 66 of those lessons. Perhaps you’ll find them as helpful as I have. Transform VA Sun, 12 Jul 2020 06:06:00 GMT f1397696-738c-4295-afcd-943feb885714:5625 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3148/Learning-from-Experience.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3148 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3148&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3148/Learning-from-Experience.aspx Everyone’s crazy busy when you’re launching a new project, and taking the time to study existing bodies of knowledge doesn’t seem like real work. However, “doing nothing” while you examine the lessons of the past is a high-yield investment in your own future. An overconfident project manager, in contrast, will rely solely on personal experience, memories, and the team members’ intelligence and experience to weather any crisis and master any challenge. Hubris, arrogance, and cockiness aren’t solid foundations for project success. Transform VA Sun, 05 Apr 2020 23:45:00 GMT f1397696-738c-4295-afcd-943feb885714:3148 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5361/Rethinking-the-Triple-Constraint-Five-Project-Dimensions.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5361 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5361&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5361/Rethinking-the-Triple-Constraint-Five-Project-Dimensions.aspx Perhaps you’ve seen a sign at an auto repair shop that asked, “What do you want: good, fast, or cheap? Pick two.” While humorous, the sign is also wise: it acknowledges the reality of trade-offs. You generally cannot optimize every desired outcome of a given situation.  The notion of such a “triple constraint” or “iron triangle” appears throughout project management. The problem is that I have seen numerous representations of the triangle with various parameters on the triangle’s vertices—size, cost, time, or scope—and various assumptions made about what is being held constant, such as quality or functionality. I’ve also seen diagrams that show four project dimensions. So, in my view, the traditional “triple constraint” is wrong, although the concept of constraints and trade-offs is certainly valid. Transform VA Mon, 17 Feb 2020 17:00:00 GMT f1397696-738c-4295-afcd-943feb885714:5361 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5358/Promises-Promises-Negotiating-Achievable-Commitments.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5358 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5358&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5358/Promises-Promises-Negotiating-Achievable-Commitments.aspx Successful projects—and successful relationships—are based on realistic commitments, not on fantasies and empty promises. This article, adapted from the book Practical Project Initiation, presents several ways to improve your ability to make, and keep, achievable commitments... Unfulfilled promises ultimately lead to unhappy people and unsuccessful projects. Strive to build a realistic commitment ethic in your team—and in yourself. Transform VA Sun, 25 Aug 2019 21:45:00 GMT f1397696-738c-4295-afcd-943feb885714:5358 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5357/Ninety-Percent-Done.aspx#Comments 2 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5357 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5357&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5357/Ninety-Percent-Done.aspx The fact that software projects and tasks are reported to be “90 percent done” for a long time has become something of an industry joke. (A related joke states that the first half of a software project consumes the first 90 percent of the resources, and the second half consumes the other 90 percent of the resources.) This well-intentioned but misleading status tracking makes it difficult to judge when a body of work will truly be completed so you can ship the next product release to your customers. Here are several typical causes of “90 percent done” syndrome and a few possible cures. Transform VA Mon, 22 Jul 2019 00:33:00 GMT f1397696-738c-4295-afcd-943feb885714:5357 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5271/How-To-Build-Right-Product-Backlog-Structure.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5271 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5271&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5271/How-To-Build-Right-Product-Backlog-Structure.aspx In this article, I want to share my knowledge on how to manage product backlog using Jira. The article will be useful not only to business analysts or product owners but also to scrum masters, project managers. Basically, anyone who works with backlog and requirements on a project will benefit from reading it. There are certain rules and approaches that you have to follow to achieve good results. Before we take a look at it I want to point out that this approach is not a market standard yet. However, over the last 3 years, I’ve completed a good number of projects using the approach I’ll be describing here On the image below I tried to emphasize the main activities and processes that should be presented in your project. You also have to keep in mind that each artifact and process has own goal and definition. Transform VA Sun, 03 Mar 2019 20:52:00 GMT f1397696-738c-4295-afcd-943feb885714:5271 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5256/Simple-Steps-for-Managing-the-Day-To-Day-of-Digital-Projects.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5256 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5256&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5256/Simple-Steps-for-Managing-the-Day-To-Day-of-Digital-Projects.aspx No matter what type of project you’re working on, how big your team is, or what your specific processes are like, you can apply these 5 steps to help you manage the day-to-day events that get you to the finish line. They help you cover the bases by assessing the project status, planning proactively, reacting appropriately, connecting your work with others, and following up with the team and clients. Transform VA Wed, 06 Feb 2019 07:42:00 GMT f1397696-738c-4295-afcd-943feb885714:5256 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5065/Why-Problems-and-Opportunities-are-NOT-the-same-for-projects.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5065 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5065&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5065/Why-Problems-and-Opportunities-are-NOT-the-same-for-projects.aspx Most professionals in project management understand that in order to successfully approach a project, the problem statement must be clearly defined. The problem is that many practitioners treat problems and opportunities interchangeably when developing Business Cases and Project Charters. Understanding the difference between problems and opportunities is critical to selecting the optimal approach any project.  TheBADoc Thu, 21 Jun 2018 09:52:00 GMT f1397696-738c-4295-afcd-943feb885714:5065 https://modernanalyst.com/Resources/Articles/tabid/115/ID/4970/Lets-Talk-IT-Project-Failure-What-Causes-Requirements-Volatility.aspx#Comments 2 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=4970 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=4970&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/4970/Lets-Talk-IT-Project-Failure-What-Causes-Requirements-Volatility.aspx Scope change and frequent requirement modifications impact projects execution. Unpredicted changes that occur outside project planning are all encompassed by the concept of volatility. Lack and insufficient predictability of change creates volatile dynamics that impact execution and project’s deliverables. Endeavours with objectives to find and develop solutions suffer most from volatility, a phenomenon that directly correlate to the volatility degree. Although little control can be exercised on volatility, some instances can be managed or averted. However, the level of uncertainty exerts great influence on the overall volatility of the project. Transform VA Sun, 03 Jun 2018 17:42:00 GMT f1397696-738c-4295-afcd-943feb885714:4970 https://modernanalyst.com/Resources/Articles/tabid/115/ID/4969/Lets-Talk-IT-Project-Failure-Defining-Success-and-Failure.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=4969 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=4969&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/4969/Lets-Talk-IT-Project-Failure-Defining-Success-and-Failure.aspx Success and failure are difficult to define and measure since they may mean different things to different people. An assumption that success can be quantified seldom holds true in the face of an ever-changing yardstick used to measure success. What might be considered to be a successful attribute today can be rendered unsuccessful under the influence of dynamic and multi-dimensional constraints.  A project is primarily implemented to target a predefined outcome, and it is imperative to measure the output in order to determine the benefit derived through the project. However, benefits realized do not necessarily add up to success. Project ‘success’ is different than ‘benefits realization’. Transform VA Sun, 18 Mar 2018 19:41:00 GMT f1397696-738c-4295-afcd-943feb885714:4969 https://modernanalyst.com/Resources/Articles/tabid/115/ID/4942/Lessons-learnt-from-a-land-far-far-away.aspx#Comments 2 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=4942 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=4942&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/4942/Lessons-learnt-from-a-land-far-far-away.aspx A long, long time ago in a land far, far away…. a project delivery team was busily spending their days delivering projects. They were tasked with delivering change projects and often these included software delivery. This team consisted of people with a variety of skillsets, personalities and experiences. Some of them were project managers, some were analysis and some were developers. Others were software testers and others were business experts and non-project people. Transform VA Mon, 19 Feb 2018 05:04:00 GMT f1397696-738c-4295-afcd-943feb885714:4942 https://modernanalyst.com/Resources/Articles/tabid/115/ID/4943/Whats-Hot-in-the-World-of-Projects.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=4943 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=4943&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/4943/Whats-Hot-in-the-World-of-Projects.aspx Since 2009 we have enjoyed reflecting on what’s happened the previous year on projects and making predictions for the upcoming year. Here are some of the recent trends we have discussed: agile successes and challenges, recognize the importance of roles that help maximize value, Scaling Agile, Certification trends in business analysis, etc... Here are the seven industry trends that we have chosen for 2018. Transform VA Sun, 11 Feb 2018 13:59:00 GMT f1397696-738c-4295-afcd-943feb885714:4943 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3235/BOM-Project-Estimating.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3235 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3235&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3235/BOM-Project-Estimating.aspx Estimating is one of the most controversial subjects in project management. There are some people who have turned the subject into a cryptic science involving esoteric techniques. Estimating is simply the process used to determine the amount of effort and cost required to implement a project, in part or in full. It is important to acknowledge that estimating is fundamentally an effort at projecting the future. Like all projections, the more facts and information available, the better the estimate. There is a natural human tendency to avoid making estimates because estimates represent commitments, and people tend to shy away from commitments, particularly when they are not sure of the facts. Nevertheless, little progress would be made if we never attempted to plan for the future. Most estimating errors are errors of omission, not commission. It is what we forget to estimate that often leads to problems. Methodologies, with their defined structure, materially assists with eliminating some of the unknowns when estimating. They provide frameworks and structures acting as checklists for estimating. Methodologies isolate the activities to be performed into small enough increments, thereby minimizing the margin of error. An estimate improves in accuracy in direct relation to the level of detail considered. A methodology defines the sequence of events by which parts are assembled. For example, a construction methodology identifies all of the resources of a product, such as lumber, steel, glass, etc. and how they are assembled. An Information Systems related methodology, such as “PRIDE”-ISEM, specifies the sequence by which data elements, records, files, inputs, outputs, processes, etc. are assembled.  This provides the ability to use a “bill of materials” (BOM) technique to count all of the resources in the product and develop an estimate for the project, in part or in full, based on the standards developed for completing and/or installing a resource. This is why “PRIDE” methodologies put an emphasis on “rough designs” in the early phases of work. To better understand the BOM concept, consider all products are composed of a variety of parts, be it electronics, automobiles, airplanes, ships, bridges, skyscrapers, homes, etc. Using BOM, the various components are identified and related to the other parts they will be attached. To illustrate, here is a lawn mower showing all of the parts, identified by number and name, along with their relationships: Such illustrations can typically be found in most product warranty guides. Obviously, BOM is an old concept used by engineers and architects for many years, but they can also be applied to information systems involving sub-systems (business processes), procedures (both administrative and computer), programs, files, inputs, outputs, records, and data elements. It can also be used in programming components, such as modules. To think of systems in this manner is somewhat of a revolutionary concept. From such designs, the Project Manager is asked to consider: * The number and types of NEW components to be created. * The number and type of existing components requiring MODIFICATION. * The number and type of existing components that can be RE-USED as is (no modification required). To illustrate, in a “PRIDE”-ISEM Project (Phase 1), a complete “rough design” of the envisioned system is produced in Activity F. In Activity G, the Project Manager takes the rough design and makes the following type of assessment: COMPONENTS NEW MODIFY RE-USE SYSTEM 1 SUB-SYSTEMS 14 ADMIN PROC 23 COMP PROC 13 PROGRAMS 28 MODULES 33 10 112 INPUTS 17 5 OUTPUTS 37 13 FILES 56 5 43 RECORDS 250 50 306 DATA ELEMENTS 60 257   This analysis is essentially no different than other products consisting of different components, such as circuit boards, chips, nails, screws, lumber, girders, glass, gaskets, pistons, etc. In systems, the rough design is used as the road map for the project (in the above example, there will have to be 14 Phases 3-7 because there are 14 sub-systems and 13 Phase 4-II & 6 for the 13 computer procedures, and at least 28 Phase 5’s for the programs). It is also the basis for the project estimate. Such estimating is greatly facilitated through the use of an IRM Repository which controls the components and, as such, acts like a Bill of Materials Processor (BOMP). The BOM concept permits the establishment and application of estimating guidelines. To illustrate; how much direct time does it take to weld a six inch pipe? Define a data element? Design a sub-system? Such standards should be based on whole work (Direct Time) as opposed to including interferences (Indirect Time). Indirect time is a part of the work environment and can vary from company to company, group to group, even person to person. Estimating, therefore, must be accomplished using Direct hours only. Having standards in place, we can then consider variations based on the skills of the worker. For example, how long it takes a novice worker to weld a product will certainly be longer than an expert. The same is true in systems analysis and programming. This is where a Skills Inventorycomes in handy to select the appropriate worker for a project assignment. By making system designers build a rough design of the product early in a project, the bill of materials can be populated accordingly and greatly improve estimating accuracy. As the project progresses, and changes are identified in the product structure, revisions in estimates can be easily made. This is all made possible by using an engineering/manufacturing approach in the design and development of products, including systems. Keep the Faith! Note: All trademarks both marked and unmarked belong to their respective companies. Author: Tim Bryce, Managing Directory, M&JB Investment Company Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached attimb001@phmainstreet.com Copyright © 2015 by Tim Bryce. All rights reserved. timbryce Sun, 29 Oct 2017 13:40:00 GMT f1397696-738c-4295-afcd-943feb885714:3235 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3831/7-Tactics-to-Solve-Common-Product-Roadmap-Problems.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3831 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3831&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3831/7-Tactics-to-Solve-Common-Product-Roadmap-Problems.aspx An effective product roadmap is a must-have for any successful software development project. A roadmap helps the product manager define the trajectory of a product, communicate progress to stakeholders, visualize goals and justify changes to budget. Product roadmaps are where both strategy and tactics combine to help teams build better products. Transform VA Mon, 18 Sep 2017 00:17:00 GMT f1397696-738c-4295-afcd-943feb885714:3831 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3752/Fast-Track-Product-Management.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3752 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3752&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3752/Fast-Track-Product-Management.aspx The paradigm shift towards agile and lean product development has brought collaboration between large cross-functional team in the spotlight. The existing literature is already mature explaining clearly how benefits can be reaped fast by executing a clean transition to agile delivery by enhancing the performance of the new cross-functional teams. However, in parallel, the time spent in endless meetings by product owners, business analysts, engineers, product managers and many others involved in the product creation, has grown exponentially. This leaves key product people with little or no time to do the critical activities they are employed for. Transform VA Mon, 10 Apr 2017 09:50:00 GMT f1397696-738c-4295-afcd-943feb885714:3752 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3740/The-State-of-IT-in-Business.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3740 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3740&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3740/The-State-of-IT-in-Business.aspx Watching the speed by which Information Technology (I.T.) has changed over the last forty years has been amazing. Hardly a day goes by without some new twist or invention. In particular, my interest is in how I.T. can be applied to support the systems needed to operate a business, such as for manufacturing, inventory, order processing, customer service, accounting, human resources, and much more. I have seen a lot during the last four decades, perhaps too much. timbryce Thu, 23 Mar 2017 18:32:00 GMT f1397696-738c-4295-afcd-943feb885714:3740 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3718/Transferring-Risk-via-Contract-Terms-and-Conditions.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3718 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3718&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3718/Transferring-Risk-via-Contract-Terms-and-Conditions.aspx Through the use of contract terms and conditions, this article provides insight on managing risk on outsourced projects beyond just transferring work to a contractor. Training courses on risk management typically cover transferring risk at a high level, but that is just a start. Read this article for the follow-ups on managing risk via contract terms and conditions. Transform VA Mon, 13 Mar 2017 09:40:00 GMT f1397696-738c-4295-afcd-943feb885714:3718 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2117/Defining-Scope-with-Feature-Levels-and-Events-Scope-Part-2.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2117 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2117&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2117/Defining-Scope-with-Feature-Levels-and-Events-Scope-Part-2.aspx The context diagram and the use case diagram are two useful techniques for representing scope. This article describes two other methods for documenting scope: feature levels and system events. Transform VA Mon, 01 Aug 2016 01:20:00 GMT f1397696-738c-4295-afcd-943feb885714:2117 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3523/Use-Uncertainty-to-Win-Business.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3523 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3523&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3523/Use-Uncertainty-to-Win-Business.aspx A bid is like a product that, once designed, the team must be able to deliver it. This delivery includes manufacturing the product, testing it, preparing the marketing for the product launch and finally launch it.  We propose a staged approach that replace guessing a number with qualitative investigation. The model suggested, distilled from experience, shows how estimates are transformed into effort and, ultimately, into a coherent story with a price tag attached. iavi.rotberg@endava.com Sun, 19 Jun 2016 12:40:00 GMT f1397696-738c-4295-afcd-943feb885714:3523 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2116/Defining-Project-Scope-Scope-Part-1.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2116 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2116&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2116/Defining-Project-Scope-Scope-Part-1.aspx Every software team talks about project scope and team members often complain about unending scope creep. Unfortunately, the software industry lacks uniform definitions of these terms, and the requirements literature is short on clear guidance regarding how to even represent scope. I confront scope head-on in this series of three articles... Transform VA Sun, 08 May 2016 14:21:00 GMT f1397696-738c-4295-afcd-943feb885714:2116 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3499/Blueprints-Are-Not-Requirements.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3499 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3499&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3499/Blueprints-Are-Not-Requirements.aspx It is common for projects to be initiated based on blueprints. However, a blueprint is just a guide to the future state. Its intended purpose is to guide the subsequent analysis and design activities. It does not answer all the questions. The details of what, how, and why are left to requirements analysis. Transform VA Mon, 25 Apr 2016 00:20:00 GMT f1397696-738c-4295-afcd-943feb885714:3499 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3493/Maximize-the-Minimal-Minimally-Viable-Deliverables.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3493 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3493&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3493/Maximize-the-Minimal-Minimally-Viable-Deliverables.aspx Being required to produce documents that create massive information bloat and don’t add value is frustrating as it slow projects down and creates additional project cost that isn’t needed. It’s a headache for Project Manager, Business Analyst and everyone on the team. What we need is the smallest set of information that can be verified and validated quickly that directly ensures the highest quality outcome of the project.  Transform VA Mon, 11 Apr 2016 10:56:00 GMT f1397696-738c-4295-afcd-943feb885714:3493 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3114/Facilitation-Practice-Scenarios-for-Scrum-Masters.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3114 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3114&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3114/Facilitation-Practice-Scenarios-for-Scrum-Masters.aspx If you are a Scrum Master of an agile team, your prime purpose is to help the software development team remove obstacles that are impeding progress. The best practice approach in succeeding at this is to assume the role of a neutral facilitator. That is, the Scrum Master guides the team through a process for solving situations themselves rather than the Scrum Master proposing a solution. This article provides two workshop scenario exercises (an internal team conflict and a team conflict with the product owner) that help the Scrum Master practice the neutral facilitator role. Transform VA Mon, 23 Feb 2015 02:40:00 GMT f1397696-738c-4295-afcd-943feb885714:3114 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3140/The-Continued-Plight-of-the-Business-Analyst.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3140 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3140&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3140/The-Continued-Plight-of-the-Business-Analyst.aspx ...why blame the success or failure of the project primarily on requirements? If the business analyst is not in charge of the monitoring and controlling of the project, why pass the blame on. If a decision to apply one form of methodology over the other does not rest with the BA, is it not valid to review the stewardship and question the effectiveness of the stewardship? Transform VA Mon, 29 Dec 2014 01:44:00 GMT f1397696-738c-4295-afcd-943feb885714:3140 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2495/The-3-Amigos--BA-QA-and-Developer.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2495 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2495&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2495/The-3-Amigos--BA-QA-and-Developer.aspx The 3 Amigos (sometimes referred to as a “Specification Workshop”) is a meeting where the Business Analyst presents requirements and test scenarios (collectively called a “feature”) for review by a member of the development team and a member of the quality assurance team. ryanhewitt Wed, 17 Dec 2014 19:29:00 GMT f1397696-738c-4295-afcd-943feb885714:2495 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3087/Premortem-One-of-the-most-powerful-tools-for-business-analysts.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3087 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3087&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3087/Premortem-One-of-the-most-powerful-tools-for-business-analysts.aspx One of my favorite tools in business analysis is the premortem. Instead of waiting until the end of a project to find out what went wrong, and learn for the future, we can use this technique to go on an “imaginary time travel” to avert real failures. Transform VA Mon, 29 Sep 2014 09:10:00 GMT f1397696-738c-4295-afcd-943feb885714:3087 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2866/The-Initial-Conversation-with-Your-Project-Manager.aspx#Comments 2 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2866 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2866&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2866/The-Initial-Conversation-with-Your-Project-Manager.aspx As a business analyst (BA), what would you say during the initial conversation with your project manager (PM)? First, do not assume that the PM knows what to expect from a BA. In fact, this is your opportunity to set expectations and explain your value added to the project. Transform VA Sun, 08 Jun 2014 07:08:00 GMT f1397696-738c-4295-afcd-943feb885714:2866 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2933/Tracking-Project-Status-with-Requirements.aspx#Comments 4 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2933 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2933&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2933/Tracking-Project-Status-with-Requirements.aspx Tracking project status means comparing where you really are at a particular time against the expectation of what “complete” means for this development cycle.  Monitor the status of just those functional requirements that were committed for the current release, because that’s the set that’s supposed to be 100 percent done before you declare success and ship the release. Transform VA Mon, 02 Jun 2014 01:41:00 GMT f1397696-738c-4295-afcd-943feb885714:2933 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2780/When-is-a-business-analyst-really-a-project-manager.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2780 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2780&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2780/When-is-a-business-analyst-really-a-project-manager.aspx The lines between business analysts’ and project managers’ responsibilities seem to be becoming increasingly blurred, particularly in these tight economic times where candidates are sometimes expected to fulfill both roles. But it is crucial that companies understand the difference between these roles if they want their projects to be executed in the most efficient manner. ASherick Wed, 18 Dec 2013 05:31:00 GMT f1397696-738c-4295-afcd-943feb885714:2780 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1581/Getting-the-Most-out-of-Your-Beta-Launch.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1581 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1581&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1581/Getting-the-Most-out-of-Your-Beta-Launch.aspx Before an organization releases a new piece of software or web feature to all of its customers or the general public, it will generally offer a limited audience a chance to test drive the feature and offer their feedback. This is generally known as a Beta launch... speeditonline Wed, 06 Feb 2013 09:21:00 GMT f1397696-738c-4295-afcd-943feb885714:1581 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2262/Achieving-Success-through-Business-Value.aspx#Comments 6 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2262 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2262&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2262/Achieving-Success-through-Business-Value.aspx Business value is a new indicator for project success. Huh? You may be wondering what ever happened to the good ole scope, schedule, and budget. They are still there and measured, but what the 2012 trends have been pointing to is that a project completed within scope, schedule, and budget and not be successful. Transform VA Mon, 18 Jun 2012 05:49:00 GMT f1397696-738c-4295-afcd-943feb885714:2262 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2082/Agile-vs-Traditional--Part-III-Winning-Through-Integrative-Thinking.aspx#Comments 8 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2082 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2082&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2082/Agile-vs-Traditional--Part-III-Winning-Through-Integrative-Thinking.aspx Instead of taking for granted that either you find a flavor of agile that will fit the needs of your organization, or you must completely dismiss the use of agile methods, a much more valuable approach is to determine, for each individual project, which agile concepts should be embraced or not. Transform VA Sun, 04 Dec 2011 23:49:00 GMT f1397696-738c-4295-afcd-943feb885714:2082 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2043/Agile-vs-Traditional---Part-II-Methods-are-a-means-to-the-end-of-project-success-not-the-end-themselves.aspx#Comments 2 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2043 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2043&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2043/Agile-vs-Traditional---Part-II-Methods-are-a-means-to-the-end-of-project-success-not-the-end-themselves.aspx By taking a closer look at how your company is developing software, and what is working for projects with different profiles, it’s possible to leverage winning strategies and hybrid approaches to make your software initiatives equally or more successful in the future. prabhuva Sun, 30 Oct 2011 10:18:00 GMT f1397696-738c-4295-afcd-943feb885714:2043 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1993/Agile-vs-Traditional-Software-Development-Why-is-the-debate-still-going-on--Part-I-The-dangers-of-bounded-rationality.aspx#Comments 16 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1993 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1993&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1993/Agile-vs-Traditional-Software-Development-Why-is-the-debate-still-going-on--Part-I-The-dangers-of-bounded-rationality.aspx My understanding is that, in practice, successful agilists tend to bring together a number of activities, tasks, and deliverables that are from beyond the boundaries of what may be called “pure agile.” This mixing and matching of software process elements from agile and non-agile (more formal) approaches is a much more practical way of using these methods. speeditonline Tue, 27 Sep 2011 08:01:00 GMT f1397696-738c-4295-afcd-943feb885714:1993 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1952/History-Repeats-Itself-But-It-Doesnt-Have-To.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1952 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1952&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1952/History-Repeats-Itself-But-It-Doesnt-Have-To.aspx Why does it take an 'act of congress' for some organizations to realize that what they are doing is not working? I have been in many industries(media, manufacturing, financial and the judicial system) and no matter what industry I've been in I’ve seen some of the same themes. speeditonline Thu, 15 Sep 2011 12:09:00 GMT f1397696-738c-4295-afcd-943feb885714:1952 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1972/The-Influencing-Formula-for-Business-Analysts.aspx#Comments 2 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1972 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1972&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1972/The-Influencing-Formula-for-Business-Analysts.aspx I often get asked, “How can I get stakeholders to attend my meetings?” or “How can I get stakeholders’ buy-in on the project?” These are complex questions and the easy answer is that you can’t. As BAs and PMs we can’t get anyone to do anything, but we can certainly influence them so that they want to. speeditonline Mon, 22 Aug 2011 04:07:00 GMT f1397696-738c-4295-afcd-943feb885714:1972 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1928/Estimating--Getting-it-Right.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1928 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1928&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1928/Estimating--Getting-it-Right.aspx It seems every now and then someone comes along with a new spin on how to estimate a project, either in its entirety or a portion of it. I have heard a lot of theories over the years, particularly in the Information Technology (I.T.) field where there is a tendency to pull numbers out of a hat, but I've long given up looking for panaceas. timbryce Thu, 28 Jul 2011 02:36:00 GMT f1397696-738c-4295-afcd-943feb885714:1928 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1926/Understanding-and-Managing-Agile-Transitions.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1926 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1926&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1926/Understanding-and-Managing-Agile-Transitions.aspx Software development process is undergoing seismic shift from traditional waterfall software methodologies towards agile methodologies. Agile software development methodologies deliver high quality software products in rapid iterations with high flexibility and adaptability to changing conditions. This article discusses the dynamics of agile projects by comparing it with the SDLC project framework to help the IT leaders and organizations plan effectively for transitioning to Agile software development methodologies. speeditonline Mon, 25 Jul 2011 10:46:00 GMT f1397696-738c-4295-afcd-943feb885714:1926