Project World Now Accepting "Industry Thought Leader" Applications

The ProjectWorld & World Congress for Business Analysts team is currently accepting proposals for event sponsorship. As a Sponsor/Partner you will have the exclusive opportunity to highlight your expertise and showcase your offerings, while securing your role as an "Industry Thought Leader".



Our goal is to provide a comprehensive environment that simulates a marketplace whereby the tools, technology and expertise are integrated into the philosophy and offerings of the event. Recognizing partnerships are critical to the success of project management, our goal is to ensure the solutions provided match the needs of our ProjectWorld & World Congress for Business Analysts audience.



If you are interested in exposing your expertise, thought leadership or technology to qualified project management, IT, business analysis professional at Fortune 1000 Companies and you have something new, unique, valuable or revolutionary to showcase then please read on.



ProjectWorld & World Congress for Business Analysts taking place November 8-10, 2010 at the Walt Disney Swan in Orlando, Florida is the premier conference brand for advancing collaboration through practice is doing an OPEN CALL FOR SPONSORSHIPS - providing you with the unparalleled opportunity to connect meaningfully with industry leaders. Current attending companies include: AT&T, Baxter Healthcare Corporation, Boeing, Cabela's Inc., Cadbury Schweppes, Capital One, Carnival Cruise Lines, Caterpillar, Deloitte & Touche, Fannie Mae, Honeywell, IBM, Mayo Clinic, Microsoft Corporation, Prudential, Travelers, UPS, US Dept. of the Interior, Walt Disney World Company, Wells Fargo and more.



To ensure our attendees are being exposed to the latest tools, solutions and technologies, we are now accepting submissions for a limited number of presentations, branded opportunities and exhibit spots. If you are selected you will be contacted with more information and pricing details for our sponsorship and exhibition packages, all of which can be customized based on your specific marketing goals and objectives.



Please submit a one-to three-page written profile outlining your company's innovative product, process, or solution addressing the following data points in the format outlined below. We will review and notify you of the status of your application once the review process in completed (approximately 1 week).



1. Name of the tool, solution, technology



2. Summary of the innovation/solution including:



a. What problem does your innovative product/service solve?



b. How is your product/solution unique?



c. What is the significance and importance of this innovation to you and the industry?



d. What type of exposure are you looking to secure?



e. How important is branding to your company?



Submit profiles electronically to: Jon Saxe at jsaxe@iirusa.com.

Differences between Waterfall, Iterative Waterfall, Scrum and Lean Software Development (In Pictures!)

We have enjoyed reading the posts over at The Agilista PM and we found one to be particularly worthy of a re-post here on our space. The Agilista PM has a bevy of awesome videos, blog posts and resources - we encourage you to check it out!

From the post, this simple overview of the different Agile-Lean methods found was too great to not share. Sometimes it is best to keep it simple to build a foundational understanding….then build on that.

We'll share The Agilista PM's description of Waterfall Development.

Waterfall Development
‘Waterfall Development’ is another name for the more traditional approach to software development.

It’s called ‘waterfall’ as this type of development is often planned using a Gantt chart – you complete one phase (e.g. planning) before moving on to the next phase (e.g. development).

In Waterfall approaches, you will rarely aim to re-visit a ‘phase’ once it’s completed. As such, you better get whatever you’re doing right the first time!

This approach is highly risky, often more costly and generally less efficient than more Agile approaches.



To learn about the other types of development, check out the post directly at The Agilista PM.

• Iterative Waterfall Development
• Scrum Development
• Lean Development

Do you have a great blog post to share? Let us know via Twitter @Project_World

Web Seminar: Managing Risk Using Better Requirements

Web Seminar: Managing Risk Using Better Requirements

Join us for a Complimentary Web Seminar Plus Earn 1 PDU for Attending
Wednesday, December 9th from 2:00 PM -3:00PM EST

Please mention priority code: MWS0027BLOG

Space is limited.
Reserve your Web Seminar seat now at:
https://www1.gotomeeting.com/register/613727752

Incomplete or inaccurate requirements are often cited as one of the main causes of project failure. Whether you are 10 feet away from the user or an ocean away, it is imperative that you accurately elicit and document requirements in order to mitigate your project risk. Presenting a complete requirements picture early on and staying on course throughout the project life cycle is crucial to success. Managing your project risk through the use of business analysis best practices is a best practice in itself.

During this presentation, we will discuss the vital link between business analysis best practices and improvements in risk management and will present a tool to assess your project risks and opportunities early in the project life cycle.
This presentation provides a framework to discuss five best practices in business analysis.
Key Learning Points:
• Key components of managing risk on projects
• Proven techniques to define better user requirements
• How to leverage business analysis best practices to mitigate project risk

Featured Speaker
Glenn R. Brûlé, CSM, Executive Director of Client Solutions, ESI International brings more than two decades of focused business analysis experience to every ESI client engagement. As one of ESI’s subject matter experts, Glenn works directly with clients to build and mature their business analysis capabilities by drawing from the broad range of learning resources ESI offers.

A recognized expert in the creation and maturity of Business Analysis Centers or Excellence, Glenn has helped almost a dozen clients in the energy, financial services, manufacturing, pharmaceutical, insurance and automotive industries, as well as government agencies across the world. His approach to maturing requirements management and development capabilities focuses on short-term reductions in costs, resources and time to market while charting a path to long-term change that drives organizations competitively forward.

As a founding board member of IIBA® and Vice President, Chapters, Glenn drives the advancement of the BA profession globally. His personal commitment and involvement has resulted in the founding of chapters in more than a dozen countries in the Americas, Europe and Asia.

Project World November Keynote: James A. DiMarzio, Mazda

James A. DiMarzio
Chief Information Officer
Mazda North American Operations

Since joining Mazda, DiMarzio has helped to set the strategy to implement a partnership with the business areas of MNAO to ensure alignment of information technology projects with the company's business strategy and goals. This strategy also promotes the search for opportunities to improve the efficiency of business operations through the use of cost-effective new technologies. Prior to working at Mazda, DiMarzio spent 12 years at Subaru of America in various information technology staff and management positions. Before working at Subaru of America, he spent five years with Land Rover as the general manager of information technology and two years with Agency Insurance Company as senior vice president and chief information officer.

DiMarzio has a bachelor's degree in Mathematics from Franklin and Marshall College, and an MBA from Rutgers University. He is married with three children and currently resides in Rancho Santa Margarita.

Biography courtesy of Mazda.

PW&WCBA Now on Twitter!

We invite you to follow us on our newly released Twitter account. Be sure to follow us @Project_World for the latest news, updates and information about upcoming PW&WCBA events and exclusive Twitter discounts.

We look forward to your follow!

Earn up to 25 PDUs in only Three Days.

If you are interested in earning maximum PDU credit with less time out of the office then the June ProjectWorld & World Congress for Business Analysts is a perfect place to do so. Also, BAs working towards CBAP® certification you can use this event to gain Professional Development hours (PD) and previously certified CBAP® recipients can track their hours of education to earn CDUs for IIBA certification renewal.
You can find program and credit details here:

http://www.iirusa.com/projectworldjune/at-a-glance.xml

PW&WCBA November Keynote: Vincent Cirel

Vincent Cirel

Senior Vice President & Chief Information Officer

Norwegian Cruise Line

Vincent Cirel joined Norwegian Cruise Line in March 2008. As Senior Vice President and Chief Information Officer, Cirel is responsible for all aspects of Business and Information Technology, including both tactical operations and strategic planning. Before joining NCL, Cirel served as Vice President and Chief Information Officer for Regent Seven Seas Cruises. After joining Regent as its first Chief Information Officer, Cirel built a world-class IT organization facilitating the systems and process requirements to fuel the Regent brand expansion. Cirel also served as a key member of the executive team facilitating the Apollo acquisition of Regent. Prior to joining Regent, Cirel served as Vice President and Chief Information Officer for Grand Expeditions (GEI). As VP/CIO, he was a key contributor to the M&A activities of GEI as a roll-up of eight global luxury travel brands.

About PW&WCBA November 2009

ProjectWorld & the World Congress for Business Analysts - November Event
November 16-18, 2009
Disney's Grand Californian Hotel

www.projectworld.com

PMO value to a mid-sized organization – Charanya Girish

Editor’s Note: This issue is brought written by Charanya Girish. Charanya is the Director, Project Management at MESSA (Michigan Special Services Assoc.). She is a certified PMP with over 17 years experience in Project & Program Mgmt and PMOs. She is a member of the PMIGLC Advanced Topics Seminar team, WiPM and the Communications team, PMO SIG. Thanks, Charanya!


A disciplined approach to project execution is recognized as an essential factor for project success in organizations, large and small. The steady growth of Project Management Offices (PMOs) over the last few years in mid-sized enterprises proves that these businesses recognize the value Project Management (PM) can provide.

PMOs come in different flavors depending on their authority and the projects under their purview. At one book-end is the PMO that only provides methodology support for project managers. On the other end they have significant authority over prioritization and management of projects. Mid–sized organizations often do not have deep pockets and so will benefit from a PMO that is more than a mere methodology support arm. A three layered approach proposed below ensures enduring success for the organization.

In the formative stage, it is best to start with a conservative approach with the PMO as the owner of PM standards and methodology. Repeatable best practices are built up over time so that more successful projects flow through to the bottom line, helping build a strong foundation for future phases.

In the second phase the focus is on Project & Portfolio management (PPM) where the department serves as a source of information on all projects contained in the portfolio. The PMO now becomes a bi-faceted department and has to build a strong governance structure to select, prioritize and monitor project investments. Rigorous change control procedures are put in place with a watchful eye on risk and issue management. Metrics tracking takes place for the portfolio and the information is disseminated among all the stake holders. Thresholds are established to determine which projects need to be monitored by the PMO. The portfolio need not track smaller projects as strict adherence to methodology in its entirety for such projects can be an over kill. Thus as a portfolio manager this Office ensures the methodology is adhered to, projects selected have strong business value and well thought-out plans with committed resources.
The third step is part of an emerging trend that positions the PMO as an entity that influences the strategic direction of the enterprise, while continuing its traditional focus on PPM and methodology. In such circumstances the PMO helps align projects to corporate goals through an integrated enterprise project management process. These set of processes enables the Enterprise Governance Board to accelerate, delay or terminate projects so that the portfolio stays continuously aligned to corporate objectives. The PMO helps in organizational change management by setting up procedures that enable the business units to implement the organization's business strategies.
Realizing benefits from such a transformation is not an overnight phenomenon. Each organization differs in its willingness and ability to adapt to change. Returns can be quantifiable over time by reduction in rework and project life cycles coupled with improved quality. Many establishments have little patience for the alterations a PMO ushers in and initial reactions can be heart breaking, despite strong senior management support. The temptation to do a ‘big bang’ change in a short time should be resisted unless the organization can handle it. Applying the right change leadership steps and having a realistic timeline ensures long term success. Such an evolution makes sure the PMO becomes a powerful catalyst for fostering innovation and delivering value to the enterprise.

Getting the Right Business Analysts

CIO.com has a great article on getting and keeping great business analysts for your company. Spending valuable company resources looking for the perfect fit can be curbed if you follow their simple guidelines. For example, companies that want to have the right people in the right roles need to address four main stages; defining the BA’s roles in the project, attracting the best talent, matching the BA to the project and finally, making the selection and continuing to support. Check out the rest of their post here. Any other ideas for getting great business analysts?

5 Ways to Profit from Project Management Passion

Michelle LaBrosse reports on ITWorld,

Top Five Ways to Profit from your PM Passion

1. Create goals with gusto.
2. Track time and dollars spent with exacting enthusiasm.
3. Get that deadline buzz.
4. Become a project archaeologist.
5. Create a consistent and standardized approach to Project Management.

Do you have any more to add? How about a 6th, Stay Focused.

Project Manager Podcast

Stumbled upon this great site that provides free and paid podcasts for budding project managers or those looking to spruce up their skills. The PM Podcast offers free, regular episodes in the format of a traditional radio program that can be delivered to your iPod or computer.

Have you checked it out? What other digital resources are out there for project managers looking to sharpen their skills? Ideas appreciated!

Networking Project Management

Greg Schaffer's piece in networkworld.com, outlines the processes that networking project managers must face for successful implementation of the project. According to Schaffer, managing network projects does not have to be an exercise in fortune telling. When digested down to the core components, network projects are just like any other project, IT or otherwise: There is an objective, a time line, a budget and expectations of those who will benefit from the network once it is completed. Also illustrated in Schaffer's article, the so-called "triple constraints" rule: projects are subject to cost, schedule and performance parameters. Changing one will affect at least one of the remaining two.

What do you think of Schaffer's thoughts on this arena of project management?