Tuesday, March 25, 2014

Change is the New Normal for Successful Leadership

With the hierarchical silos of the workplace these days, change management is the new requirement to be a successful leader. Now, more than ever, leadership takes more patience, poise, and the ability to connect the dots of opportunity. 

Change management has become a bigger part of the business fabric – an embedded leadership requirement that plays into everything that we do, every day, and how we go about getting things done, regardless of hierarchy or rank.  Leadership  not only requires the ability to manage change – but also the vision to see beyond the obvious in order to anticipate unexpected circumstances.  

According to  Forbes, here are 10 things that will become defining moments along your journey to successful leadership.

Multigenerational Influence. Connecting the dots of talent and experiences requires leaders to change their attitude, and style to accommodate the needs and seize the opportunities that lie within a broader multigenerational reach. So, get out of your comfort zone and learn how to multiply the opportunities for innovation; invest time to understand the insights in the broader field of talent and customers that lie in front of you.

Cultural Intelligence. The opportunities embedded in the rapid demographic shift are endless, but the lack of cultural intelligence is making it difficult for leaders to understand the new business models and best practice requirements that lie right within reach. Success in today’s global market requires a leader’s ability to see the talent and consumer landscape as two sides of the same coin. Today, a leader must be culturally intelligent about others in order to realize the value of the demographic shift.  Culture is the new currency for growth and leaders must change their perspectives about diversity from being a cost center to a profit center.  

Global Market Wisdom. Business outside of the U.S.  respects wisdom equally to knowledge, as well as proper conduct, tact and executive presence.  Conducting business abroad is about the total experience a leader can bring to the table that is consistent, original and true.  Self-promotion, lack of values and sensationalism will get you nowhere. While your organization’s brand carries weight, just as important is getting to know who you are as an individual, and the intangibles that help you earn trust.

Consumers Demand More. As leaders, you must touch the business just as much as you lead it.  Leaders can never forget about the customers that contribute to the growth of their business and must never grow complacent about understanding their changing demands. Today’s consumer is more fickle; they are drowning in the noise and clouded by the choices that are in front of them — that are attempting to  sway them and influence what they  buy.  Leaders, regardless of hierarchy, are affected by consumer behavior; therefore, they must change the lens that they see through in order to be more mindful and educate themselves about consumer demands.

 Women Leaders Are Ready to Dive In. More women will assume senior executive leadership roles in the next 10 years, and if you are a male leader, be open to the new opportunities this represents.  Women are ready to command the leadership space by diving in, not just leaning in — to solidify their influence in the business world. Women see through a different lens then men and thus interpret the requirements of leadership differently.  Leaders must assess their approach and challenge themselves to think differently about how to best align their leadership attributes to the needs of the business.

Entrepreneurial Attitude. The competitive marketplace has made it mandatory for leaders to be more entrepreneurial, connect the dots of opportunity and find non-traditional ways for their business to grow and prosper.  Beyond creativity with the existing business at-hand, leaders must be prepared to get involved in new ventures that may require them to open up new markets, launch new products, and/or be involved in merger and acquisition activities.

Technology. You may not be technologically savvy, but you must get to know the role that technology plays in the evolution of your business.   As a leader in your business, change your mindset and educate yourself and those around you.  If you plan on being in a leadership role for the rest of your career, the 21st century demands   that you be knowledgeable enough about technology to test it, engage with it and use it to harness the profitable evolution of your business.

Crisis Management. Businesses are dealing with crisis management issues because their leaders didn’t have the circular vision to anticipate the unexpected.  The advent of social media – and a national media hungry to sensationalize any misstep – requires more leaders to have the necessary preparation, and technologies to respond to a potential crisis in a timely fashion whenever needed.

Thought Leadership. Today’s leaders must be visionaries that are not afraid to speak-up and change the conversation and/or introduce new ideas. Being a constructively disruptive leader is important and if you are not pushing your organization, its employees and the industry at large to think differently, you will not only grow complacent – you will forget how to think like a leader and as a consequence your organization will become more vulnerable to its competitors.


 Evolution of the Business Model. The result of these changes is the natural evolution of a company’s business model that now demands that its leaders serve as change agents to lift and lead the entire company. As change agents, you must know how to sell change and this requires a set of skills that you may not have been asked to have when you first got the job. 
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Monday, March 3, 2014

How The C-Suite Can Become Better Project Managers

These days, senior management is seeing its isolation disappear, which is creating a positive development towards a more agile business. Now, the CFO and the CIO must now work closely together on projects to ensure ROI and long-term value, while COOs and HR heads need to unite across change projects.
These new challenges have placed senior management in an area that is crucial for business advancement; Project Management. Here is advice from BusinessExcellence on how the C-Suite can become better project managers.

Understand the Objectives
Now, project management knowledge is essential for everyone, especially as senior executives hold the budgetary and operational keys to success. They are often the main stakeholders or if not, they know who to influence to drive project success. Put an achievable strategy in place, outline the objectives and explain what needs to be done by whom.

Create Two-Way Communication
Never block constructive suggestions as it helps highlight areas of concern, especially for individuals suffering from over-exposure. Project Managers should bear in mind that C-Level stakeholders might have had less exposure to management and need reverse management. The C-Level need to give project leaders space to work and trust their judgment.

Define the Project
Begin by defining the project’s scope, analyze the available resources and potential costs, identify risks and then build a business case that will guarantee commitment from relevant stakeholders. Benefits have to be realistic, measureable and classifiable otherwise return on investment will appear unachievable. These are classified in four ways; direct monetary benefits; direct non-monetary benefits; indirect benefits like reputational enhancement or improved staff morale; and dis-benefits i.e. what will happen if the project does not take place.

Create a Plan
Balance development time and the available resources against quality constraints and management involvement. Schedule time within the plan for review periods so feedback can be provided and concerns aired. Consider creating a critical path, a mapping of the longest route through all dependent activities. This prepares staff and the C-Suite for possible complications and establishes realistic timescales to keep to.

Stay in Control
Project managers should communicate the project’s roadmap to everyone involved and then share progress at significant points. When communicating progress, ensure people actually take it onboard. Ensure people know what is being communicated, rather than just speaking at them. Then,  implement a change process to ensure input is actioned to those in charge.


Maintain Sustainability
If effectively planned and managed, the project will be successful. But, post-launch there are areas to address to guarantee the success of future projects. Highlight what went well and what could have been better, and reflect on failure objectively and without assigning personal blame. 
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Saturday, February 22, 2014

Here Comes The Boom! An NFL Champion Illustrates Key Business Analysis Skills


Perhaps you are a long way from wearing a 12th Man jersey - even further away from sitting in a dedicated Richard Sherman cheering section.  In fact, you may be a Peyton Manning admirer who wants nothing else to do with things that go boom! Even so, if you have an ounce of passion for the game of football, you must acknowledge that Richard Sherman - a key component of the Seattle Seahawks' Legion of Boom (LOB) - is a defensive force with which to be reckoned - arguably the best cornerback currently playing in the National Football League (NFL).

Leading the way for his pass-resistant LOB brothers in 2013, Sherman finished first in the league with 8 interceptions3.  He contributed to the Seahawks' achievement of fewest passing yards allowed in the NFL2.   Amongst a host of other accomplishments, Sherman closed out the 2013 season by earning his first Super Bowl ring.

Sherman's success is no accident.  In addition to his uncompromising work ethic (with regard to the physical components of the game), the Stanford graduate includes hours of detailed analysis in his pre-game regimen.   On a special segment of ESPN's show NFL Turning Point, Dan Patrick shared an interview where Sherman describes the importance of detailed analysis.

 
"... I'm a decent athlete, but my tape study and meticulous attention to detail are what makes me a good ball player ...”


Sherman went on to describe that his analysis includes calling cornerbacks from other teams.  He consults with these defensive backs to better understand their personal experience with receivers he will soon face.

While Sherman places great emphasis on analysis before the game, his ability to conduct on the field, game-time analysis and make adjustments is equally impressive.  In a special appearance on ESPN’s First Take, Ryan Clark acknowledged this ability.  Clark explained that Sherman (and his teammates) studied before the game to understand what the Denver Broncos were likely to do in the Super Bowl.  He also described how they were able to make assessments (during the game) to “catch on” to some of the audible calls1.

As business analysis practitioners, we certainly appreciate the analytical style of Richard Sherman and his LOB brothers.   In addition to conducting a sort of pre-game analysis, we too must be able to conduct game-time analysis and make adjustments, where needed.  For example, it is important for practitioners to understand stakeholders early on. Whether by talking to the actual stakeholder, consulting with other practitioners who have worked with them, or some other method, we need to understand certain things about our stakeholders,
including (but not limited to) the stakeholder's 
- View of the problem or opportunity at hand
- Expectations of a solution
- Anticipated level of involvement with the initiative



Experience has shown us that whether a seasoned veteran or a rookie, a practitioner is not likely to determine everything about a stakeholder before an initiative is in full swing.  Furthermore, things that are true about a stakeholder in the beginning may actually change during the solution delivery lifecycle.  Like Richard Sherman and his LOB brothers, we must then be able to conduct game-time analysis.  If our stakeholder makes an audible call (let’s say their expectations change), then we not only need to be in tune with the stakeholder enough to acknowledge it, but we must also have a mindset that allows us to properly account for the change in expectations.  Properly accounting for the change may or may not include meeting the expectation during the current increment.  The key is to acknowledge the change and make a conscious decision (regarding if/when the adjusted expectations can be met).  

Do you want to learn more about the various aspects of analysis?  Well, here comes the boom!  Join the 2014 Project World & World Congress for Business Analysts (PW&WCBA) conference in Seattle, WA.  All are welcome – even if you aren’t wearing a 12th Man jersey!


Belinda Henderson, CBAP, PSM

President and Founder, Dramatic for Christ Productions, Inc.
Blogger, Project World & World Congress for Business Analysts

1 First Take - http://www.youtube.com/watch?v=7Ble64ySglA
2 Pompei, Dan (2014-01-17). "Seattle Seahawks' Legion of Boom Is Pure, Old-School Football at Its Finest". Bleacher Report.
3"NFL Player Defense Statistics - 2013, Passes Intercepted Leaders". ESPN. 2013-12-30.

Monday, February 10, 2014

Six Rules Every New Project Manager Should Follow

These days, being a project manager can be a rewarding career, but without the proper training, you could be underprepared for all the tough tasks and decisions that can arise in your day. The core of project management is about setting and meeting business goals and when these goals are broken down into designated steps, they become projects to be completed. So, managing these projects requires not only intuition, but also learned project management skills.

According to Project Accelerator, every new project manager should follow these six rules in order to have a successful career:

Communicate. Communication is key to a successful project completion. Communicating comfortably with executives, team members, and shareholders is the top-needed skill for PMs. A PM needs to be able to tailor their message to the various levels of the organization. Whether it is business or personal, PMs need to take interest in whatever the executive talks about, which allows them to utilize this information later. Communication with stakeholders is critical early on in projects, building trust and gaining invaluable insights on project success.

Speak in Public. Even though the main role of a PM is to lead the team to a successful project completion, PMs also need to be proficient in presenting their project ideas. PMs should be able to put the project information in an engaging format, which will increase the positive engagement of those impacted by the project. Most public speakers are not born with this skill, but need to invest in the time and practice needed to present their message clearly and confidently.

Implement Earned Value Management Systems (EVMS).  Implementing an EVMS helps PMs keep track of the data to answer questions and keep their team on track while increasing their credibility with stakeholders. PMs need to understand how to read the metrics on the EVMS; otherwise, the information will not be conveyed correctly, affecting the project at all levels.

Find the Right Resources. Implementing the right resources for effective project management takes a tremendous amount of work, requiring PMs to get to know people, and tap into the correct networks for experience and knowledge. Resourcing works hand in hand with communication, involving conversing and connecting with people every day. Once project managers build a rapport with clients and stakeholders, these people will want to help to get the job down within the designated timeframe and budget.

Acquire the Right Skills. Applying a balance of technical focus, verbal and written communication and decision-making skills is imperative to doing this job effectively. These skills help PMs cross organizational boundaries when forming decisions and obtaining support.


Hold Regular Meetings. When taking on new projects, PMs need to make sure to hold regular team meetings to allow for project information distribution, time line setting, resources allocation, feedback solicitation, and stakeholder updates. 
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Thursday, January 30, 2014

A Day in the Life of the Project Manager

Check out this cool infographic about the day in the life of a project manager. Is this what your day looks like?


Tuesday, January 21, 2014

ProjectWorld & World Congress for Business Analysts Date Changed to September 22-24, 2014

ProjectWorld & World Congress for Business Analysts 2014 is now taking place September 22-24, 2014 in Seattle, WA.

PW&WCBA is the industry's year-round resource for gaining cutting-edge insights through C-Level case studies & corporate best practice presentations, exclusive Web Seminars, Learning Labs, and facilitated sharing sessions.   

PW&WCBA bridges the gap between theory and practices by championing and celebrating the role of the PM and BA as true contributors to the overall business with specific examples of how and why, and new ideas to help you achieve more.

Thank you to all who joined us at PW&WCBA 2013. Your enthusiasm for exchanging new practices by engaging with industry leaders and your peers made it a success.

To continue the discussions well into 2014, we encourage everyone to join us on LinkedIn, Facebook and Twitter, and subscribe to our Blog. These social media communities are global networks of professionals from all industries who share a common goal to develop and innovate towards the best project management and business analysis landscape. 

Join us and know that you are investing in yourself and your career. 

We hope to see you in Seattle!

Cheers,
The PW&WCBA Team
@Project_World 
pwwbcablog.iirusa.com
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Monday, January 20, 2014

Sign Up for The ProjectWorld & World Congress for Business Analysts Web Seminar Series

ProjectWorld & World Congress for Business Analysts is providing several upcoming webinars as one of many educational programs for project management and business analysis professionals. PW&WCBA is the industry's year round resource for project managers, portfolio managers and business analysts who wish to move beyond the fundamentals and learn leadership, strategy and enterprise wide information in order to be more valuable for their organization.

Register for these upcoming webinars:

Agile Requirements Toolkit: Essential Techniques for Business Analysts on Agile Projects - Wednesday, January 22nd, 2014
1:00 – 2:00 PM ET, Elizabeth Larson, Principal, Watermark Learning

Attendees will be able to:
  • Describe common misinterpretations of Agile projects, including the role of the BA 
  • Explain why business analysis work is essential to the success of Agile projects 
  • Discuss how business analysis tools and techniques are used on Agile projects


Shifting From Century-old, Unruly Gantt Charts to Simple, Flexible Workflow-based Project Management – Tuesday, January 28th, 2014
1:00 – 2:00 PM ET, Sanjeev Gupta, CEI of Realization

Attendees will be able to:
  • Get away from ad hoc project management caused by inflexible Gantt Charts;
  • Create “what if” scenarios that address changes to scope, schedule and resources;
  • Simplify planning, turning it into a repeatable process; and
  • Create flexible plans that support popular techniques such as Agile and Kanban.


Information Technology Global Collaboration Services – Thursday, March 6th, 2014
1:00 – 2:00P M ET, Vicki Hendrix, IT Project Manager, The Boeing Company

Attendees will be able to:
  • Make Global Virtual collaboration possible
  • Work together as an integrated team allows us to minimize roadblocks and oversights, and ensure close communication and efficient handoffs.
  • Follow common documented processes ensures lean operations and ensure that we are in compliance with government regulations, such as export, and information security policies and regulations.
  • Integrate suppliers/partners as efficiently and quickly as possible.


We invite you to participate in our ongoing PW&WCBA Webinar Series! Interested in presenting during one of our PW&WCBA webinars? Contact Kacey Anderson at kanderson@iirusa.com.

Best,
The PW&WCBA Team
@ProjectWorld
pwwbca.blogspot.com
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Tuesday, January 14, 2014

PW&WCBA 2014 Submission Deadline Extended to Friday 1/17

ProjectWorld & World Congress for Business Analysts
September 22-24, 2014 | Seattle, WA
Papers are being accepted on a rolling basis, we suggest your proposal as early as possible. If this is something you're interested in considering, please let us know as sessions fill up quickly. Submit your proposal no later than Friday, January 17th to Romina Kunstadter, Conference Producer at rkunstadter@iirusa.com or 646.895.7453.

The Institute for International Research (IIR) is currently seeking corporate practitioners, authors and experienced facilitators to present at the 2014 ProjectWorld
® & World Congress for Business Analysts® conference.

The event will take place in September, 2014 in Seattle, Washington. Exact Dates and Location will be announced in the coming weeks.

About this Unique Event
PW&WCBA is the industry's year round resource for gaining cutting-edge insights through C-Level case studies & corporate best practice presentations, exclusive Web Seminars, Learning Labs, and facilitated sharing sessions.  

Who & What We're Looking For

Leaders of high profile, complex projects to share their story in an open forum with industry peers. We are also inviting highly experienced, unbiased project managers, program managers, portfolio managers, PMO heads, system engineers and business analysts. We are particularly interested in experienced corporate practitioners, industry experts and qualified facilitators sharing innovative case studies, techniques, templates that attendees can implements as soon as they get back to the office.

Each presentation should demonstrate actionable tangible takeaways. We are looking for presentations that will demonstrate how something went from concept to reality (what were the decisions you had to make along the way, why did you choose that route, what did you learn from it, what if anything would you do differently, what can the audience learn, where do you go from here?).

Please note: Decisions will be based on the alignment of the content with the 2014 agenda content, feedback from the event advisors as well as on industry recognition and/or personal references. 

We Expect Our Speakers to Move Beyond the Fundamentals
2014 presentation topics include, but are not limited to:
 
  • Managing Stakeholder Expectations
  • Leveraging Portfolio Project Management Tools
  • Education & Training for New PM's- Passing down the knowledge
  • Integration PM
  • Setting up a Project Office
  • Communication Across Roles (Organization)
  • Using Agile to Implement Larger Multi Web Projects
  • Tools Used with Agile
  • Moving from BA to PM
  • Discovering What Metrics you Need
  • Lean Projects: A Case Study
  • PM & BA Collaboration
  • Risk Management
  • Program & Portfolio Management
  • Effective Teams: How to build them
  • Cyber Security
  • Big Data & Analytics
  • PMBOK Changes
  • Dealing with Stakeholders and Sponsors
  • Integrating Contracted People into an Ongoing Project
  • Mobile
  • Creative Problem Solving
  • Collaborative Problem Solving
  • Honing Your PM Skills
  • Virtualization
  • Understanding The Business Ecosystem
  • The Move: Agile to Waterfall
  • Convan Vs Agile
  • Process Management
  • Developing BA Skills
  • Effective Data Modeling
  • State Modeling
  • BA's in A Global Environment
  • Capturing Non functional requirements
  • Shadow IT and how to make sure you remain a partner
  • Managing to scale
  • Tailor BA function in an onshore vs offshore environment
  • Systems Integration
  • What's New in Agile?
  • Agile, Tools and Metric Tracking
  • Cloud Risk: Managing the Risk and Rewards of Cloud Computing
  • Defining and Developing the Next Generation of PMs
  • Improving the Value of Your PMO
  • IT Portfolio Management
  • Soft Leadership Skills
  • Risk Management
  • Building Program Management Expertise
  • Motivating Teams and Increasing Team Performance
  • Creating a Center of Excellence (Both BA and/or PM)
  • Demonstrating the Current Value of Project Management and Business Analysis to Your Organization
  • Career Paths for the BA and PM - Where Do You Go After 5 Years?
  • Using Six Sigma and LEAN to Improve Project Management
  • Requirements Management and Communication
  • Leading Global Teams
  • Change Management
  • Reading Verbal and Non-Verbal Cues
  • Virtual Engagement
  • Lightweight Project Management Tools vs. Heavyweight
  • Enterprise Analysis
  • Enterprise Architecture
  • Negotiation Skills for Dealing with Suppliers
  • Agile Project Management
  • A Systematic Approach to Increase Business Process Performance
  • Improving Service Levels with Your Stakeholders
  • Business Analysis Planning and Monitoring
  • Developing a PM Toolkit: The Essentials
  • Implementing a Portfolio Management
  • Estimating and Identification of Requirements
  • Business Rules: An Important Technique to Capture and Discover What You Need
  • Green Practices for the PM and BA
  • Getting the Benefits of Consolidating, But Without Doing So
  • The Current and Future State of the BA
  • Agile: Governance and Decision-Making
  • Sustainable Portfolio Management Practices
  • Development Techniques that are Flexible and Responsive
  • SOA Governance
  • Integrating the Business Architecture with Human Performance

BONUS: In addition to the exposure and honor of being a speaker, speakers will also FREE admission to the conference, access to post-conference web seminar series as well as any pre-conference activities (a $3,000+ value).

How to Get Accepted
Priority will be given to presentations that highlight NEW case studies on pushing beyond the PMBOK and BABOK, presenting new skills, techniques and best practices for today's PM and BA worlds. ONLY corporate/client-side speaker will be considered. If you are a consultant, solution provider, technology provider, analyst or consultant, please see sponsorship/exhibit section below.

Sponsorship & Exhibition Opportunities

If you are a vendor or solution provider and are interested in showcasing your organization's expertise - Please contact Jon Saxe, Senior Business Development Manager at jsaxe@iirusa.com or 646.895.7467 for more information.

If you were not selected to present and are a vendor or solution provider, you may qualify for additional speaking opportunities available through sponsorship.

Submission Guidelines
Please submit the following to Romina Kunstadter, Conference Producer at rkunstadter@iirusa.com no later than Friday, January 17, 2014. 

For proper consideration, please include the following information with your proposal:
  • Proposed speaker name(s), job title(s), and company name(s)
  • Contact information including address, telephone and e-mail
  • Title and objective of presentation
  • Please indicate which topic you plan to address and please indicate what is NEW about the presentation
  • Summary of the talk
  • What the audience will gain from your presentation (please list 3-5 key "take-aways")
  • NEW FOR THIS YEAR: Please submit a short video telling us why you want to speak at PW&WCBA 2014 (optional, but preferred)
If your submission is selected, portions of your bio and summary will be used to promote your participation. In an effort to ensure the utmost quality, all final presentations will be subject to review by our content review board one month prior to the event.

Additional Details
  • Commercialism and self-promotion are NOT permitted or tolerated. If this happens, you will NOT be invited to return as a speaker.
  • Travel, lodging and other expenses are the responsibility of the speaker.

Interested in Becoming a Media Partner or Featured Event Blogger?
Contact Kacey Anderson, Marketing Manager at kanderson@iirusa.com

Due to the high volume of response, we are unable to respond to each submission. All those selected to participate as speakers will be notified shortly after the deadline.

Thank you for your interest in
ProjectWorld & World Congress for Business Analysts. We look forward to receiving your proposal!

Best, 
The PW&WCBA Team
@Project_World 
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Tuesday, January 7, 2014

5 Project Management Trends to Look Out for in 2014

As we enter the New Year it is interesting to reflect on the previous year and forecast new trends for 2014. The project management space went through some impactful changes in 2013, which has set it up for major growth this year.

According to Tech Republic, here are five key project management trends you should watch for this year:

1. Project management roles continue to develop in the business function.

These days, the concept of a project manager is no longer restricted to just IT. Years ago, system implementations were only staffed with IT project managers who had project responsibilities. Now, organizations are getting smarter as they begin to mirror the IT project management role to ensure successful implementations.  This year, the concept of establishing a business owner to represent the department's IT priorities will continue to grow, and the business lead will take on business-related project management tasks and work directly with the IT project management staff.

2. More project schedules will move to the cloud.

In 2014, more businesses will move to cloud-based tools to support scheduling and collaboration. Tools like LiquidPlanner, AtTask, ProjectManager.com, Wrike, and Gantter have useful project scheduling tools that are competitors with Microsoft Project. In 2013, Microsoft's Project Online with Office 365 also introduced improved web-based scheduling with its flagship product.  These solution providers will continue to innovate the project scheduling domain, and more businesses will take advantage of scheduling tools that are platform independent and work in mobile environments.

3. Online collaboration tool adoption will increase.

Web-based document sharing solutions have been around for some time, but they are being replaced by collaboration platforms that move teams into the collaboration platform. In 2014, more businesses will adopt collaboration tools like tibbr, Asana, Trello, and Siasto to provide project management support. As the collaboration space improves, platforms will provide an integrated collaboration suite instead of instant messaging, document management, and desktop sharing tools.

4. There will be more of a reliance on resource management.

In 2014, with scheduling centralized, resource management becomes a feasible option. PMOs will develop a better view into the work pipeline and in determining existing capacity. By integrating project schedules with task tracking, real-time resource curves can be developed to obtain a top-down view of the project pipeline. Using the platform, data-driven decisions will improve decisions instead of guessing over who has capacity to take on additional work.

5. Distributed teams will continue to grow.

Collaboration tools help flatten the obstacles to communication, enabling organizations to access talent across the state, country, and world without relying on co-location. Just a few years ago, conference calls and text messaging were the predominant means to collaborate as a distributed group, but this year, better collaboration tools will improve the way teams work in greater distances.


About the Author:  Amanda Ciccatelli, Social Media Strategist of the Marketing Division at IIR USA, has a background in digital and print journalism, covering a variety of topics in business strategy, marketing, and technology. Amanda is the Editor at Large for several of IIR’s blogs including Next Big DesignCustomers 1st, and ProjectWorld and World Congress for Business Analysts. She previously worked at Technology Marketing Corporation as a Web Editor where she covered breaking news and feature stories in the technology industry. She can be reached at aciccatelli@iirusa.com. Follow her at @AmandaCicc.
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Wednesday, December 18, 2013

Project Management Lessons from Nelson Mandela

As we reflect on the life of former South African president and Nobel Peace Prize winner Nelson Mandela, we should take a moment to consider three powerful lessons from his leadership that are relevant for project managers today.

Leadership is behavioral, not positional. Even though he only served as South Africa’s president for five years, Mandela is an example of how one can lead without formal authority. Over the 27 years he was imprisoned, he exerted influence, and over his five-year presidency, he exerted influence. In the decade and a half following his retirement from politics, Mandela’s influence grew as a global humanitarian and philanthropist.

The capacity to integrate, motivate, and mobilize others to bring a common aspiration to life is what leadership is all about. This simple truth gives hope to the millennial generation that leadership isn’t an activity relegated to the distant c-suite; good can be done at every stage of one’s career. It can serve to reignite the passion of the mid-career professional – somebody is watching, learning from, and emulating your example, regardless of who recognizes or ignores your contributions.

Choose collaboration over retaliation. In the face of conflict, many leaders in organizations develop an instinctive default response – they choose to either collaborate or retaliate. Retaliating against one’s opponents can be a gratifying primal reaction, but in the networked global marketplace, it is a short-sighted, losing strategy. Retaliation deepens divides; collaboration heals them. Retaliation perpetuates ignorance; collaboration promotes learning and progress.

Mandela honed his collaborative instinct before becoming South Africa’s first black president, assembling a multiracial leadership team to combat apartheid as head of the African National Congress. He knew how to listen and leverage insights of others. He also understood the power of choosing to forgive those who have wronged you and seeking reconciliation with those you have wronged. Research and experience show that the collaboration instinct revolutionizes markets, enhances organizations, and enriches lives.

Never give up on seemingly impossible idea. Mandela is often quoted saying “it always seems impossible until it’s done.”  His perseverance in the face of inhumane persecution shows us that the impossible will remain impossible if men and women of purpose fail to summon the courage to do what’s right. Accomplishing anything worth talking about or remembering will involve opposition and setback, which is why big ideas die in organizations every day.

Cultivating an organization that stands for and embodies grand ideals is worth fighting for. Growing a team that does the right thing when nobody is watching is worth fighting for. If Mandela teaches us anything, it’s to commit our lives and our practice of leadership to pushing for the seemingly impossible.



About the Author: Amanda Ciccatelli, Social Media Strategist of the Marketing Division at IIR USA, has a background in digital and print journalism, covering a variety of topics in business strategy, marketing, and technology. Amanda is the Editor at Large for several of IIR’s blogs including Next Big DesignCustomers 1st, and ProjectWorld and World Congress for Business Analysts, and a regular contributor to Front End of Innovation and The Market Research Event,. She previously worked at Technology Marketing Corporation as a Web Editor where she covered breaking news and feature stories in the technology industry. She can be reached at aciccatelli@iirusa.com. Follow her at @AmandaCicc. 

Friday, December 13, 2013

ProjectWorld & World Congress for Business Analysts 2014 Call for Presenters Now Open

Papers are being accepted on a rolling basis, we suggest your proposal as early as possible. If this is something you're interested in considering, please let us know as sessions fill up quickly. Submit your proposal no later than Friday, December 20th to Romina Kunstadter, Conference Producer at rkunstadter@iirusa.com or 646.895.7453.

The Institute for International Research (IIR) is currently seeking corporate practitioners, authors and experienced facilitators to present at the 2014 ProjectWorld & World Congress for Business Analysts conference.

The event will take place in September 22-24, 2014 in Seattle, Washington.

About this Unique Event
PW&WCBA is the industry's year round resource for gaining cutting-edge insights through C-Level case studies & corporate best practice presentations, exclusive Web Seminars, Learning Labs, and facilitated sharing sessions.  

Who & What We're Looking For
Leaders of high profile, complex projects to share their story in an open forum with industry peers. We are also inviting highly experienced, unbiased project managers, program managers, portfolio managers, PMO heads, system engineers and business analysts. We are particularly interested in experienced corporate practitioners, industry experts and qualified facilitators sharing innovative case studies, techniques, templates that attendees can implements as soon as they get back to the office.

Each presentation should demonstrate actionable tangible takeaways. We are looking for presentations that will demonstrate how something went from concept to reality (what were the decisions you had to make along the way, why did you choose that route, what did you learn from it, what if anything would you do differently, what can the audience learn, where do you go from here?).

Please note: Decisions will be based on the alignment of the content with the 2014 agenda content, feedback from the event advisors as well as on industry recognition and/or personal references. 

We Expect Our Speakers to Move Beyond the Fundamentals

2014 presentation topics include, but are not limited to:
Managing Stakeholder Expectations
Leveraging Portfolio Project Management Tools
Education & Training for New PM's- Passing down the knowledge
Integration PM
Setting up a Project Office
Communication Across Roles (Organization)
Using Agile to Implement Larger Multi Web Projects
Tools Used with Agile
Moving from BA to PM
Discovering What Metrics you Need
Lean Projects: A Case Study
PM & BA Collaboration
Risk Management
Program & Portfolio Management
Effective Teams: How to build them
Cyber Security
Big Data & Analytics
PMBOK Changes
Dealing with Stakeholders and Sponsors
Integrating Contracted People into an Ongoing Project
Mobile
Creative Problem Solving
Collaborative Problem Solving
Honing Your PM Skills
Virtualization
Understanding The Business Ecosystem
The Move: Agile to Waterfall
Convan Vs Agile
Process Management
Developing BA Skills
Effective Data Modeling
State Modeling
BA's in A Global Environment
Capturing Non functional requirements
Shadow IT and how to make sure you remain a partner
Managing to scale
Tailor BA function in an onshore vs offshore environment
Systems Integration
What's New in Agile?
Agile, Tools and Metric Tracking
Cloud Risk: Managing the Risk and Rewards of Cloud Computing
Defining and Developing the Next Generation of PMs
Improving the Value of Your PMO
IT Portfolio Management
Soft Leadership Skills
Risk Management
Building Program Management Expertise
Motivating Teams and Increasing Team Performance
Creating a Center of Excellence (Both BA and/or PM)
Demonstrating the Current Value of Project Management and Business Analysis to Your Organization
Career Paths for the BA and PM - Where Do You Go After 5 Years?
Using Six Sigma and LEAN to Improve Project Management
Requirements Management and Communication
Leading Global Teams
Change Management
Reading Verbal and Non-Verbal Cues
Virtual Engagement
Lightweight Project Management Tools vs. Heavyweight
Enterprise Analysis
Enterprise Architecture
Negotiation Skills for Dealing with Suppliers
Agile Project Management
A Systematic Approach to Increase Business Process Performance
Improving Service Levels with Your Stakeholders
Business Analysis Planning and Monitoring
Developing a PM Toolkit: The Essentials
Implementing a Portfolio Management
Estimating and Identification of Requirements
Business Rules: An Important Technique to Capture and Discover What You Need
Green Practices for the PM and BA
Getting the Benefits of Consolidating, But Without Doing So
The Current and Future State of the BA
Agile: Governance and Decision-Making
Sustainable Portfolio Management Practices
Development Techniques that are Flexible and Responsive
SOA Governance
Integrating the Business Architecture with Human Performance

BONUS: In addition to the exposure and honor of being a speaker, speakers will also FREE admission to the conference, access to post-conference web seminar series as well as any pre-conference activities (a $3,000+ value).

How to Get Accepted
Priority will be given to presentations that highlight NEW case studies on pushing beyond the PMBOK and BABOK, presenting new skills, techniques and best practices for today's PM and BA worlds. ONLY corporate/client-side speaker will be considered. If you are a consultant, solution provider, technology provider, analyst or consultant, please see sponsorship/exhibit section below.

Sponsorship & Exhibition Opportunities

If you are a vendor or solution provider and are interested in showcasing your organization's expertise - Please contact Jon Saxe, Senior Business Development Manager at jsaxe@iirusa.com or 646.895.7467 for more information.

If you were not selected to present and are a vendor or solution provider, you may qualify for additional speaking opportunities available through sponsorship.

Submission Guidelines
Please submit the following to Romina Kunstadter, Conference Producer at rkunstadter@iirusa.com no later than Friday, December 20, 2013.

For proper consideration, please include the following information with your proposal:

  • Proposed speaker name(s), job title(s), and company name(s)
  • Contact information including address, telephone and e-mail
  • Title and objective of presentation
  • Please indicate which topic you plan to address and please indicate what is NEW about the presentation
  • Summary of the talk
  • What the audience will gain from your presentation (please list 3-5 key "take-aways")
  • NEW FOR THIS YEAR: Please submit a short video telling us why you want to speak at PW&WCBA 2014

If your submission is selected, portions of your bio and summary will be used to promote your participation. In an effort to ensure the utmost quality, all final presentations will be subject to review by our content review board one month prior to the event. 

Additional Details
  • Commercialism and self-promotion are NOT permitted or tolerated. If this happens, you will NOT be invited to return as a speaker.
  • Travel, lodging and other expenses are the responsibility of the speaker.

Interested in Becoming a Media Partner or Featured Event Blogger?
Contact Kacey Anderson, Marketing Manager at kanderson@iirusa.com

Due to the high volume of response, we are unable to respond to each submission. All those selected to participate as speakers will be notified shortly after the deadline.

Thank you for your interest in ProjectWorld & World Congress for Business Analysts. We look forward to receiving your proposal!

Cheers,
The PW&WCBA Team
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Wednesday, December 11, 2013

5 Sci-Fi Project Management Lessons

As we navigate our crazy, busy lives, we tend to watch TV and movies to escape. We don’t necessarily think of movies as a way to get advice on how to succeed as project managers. But, maybe we should!  According to Intuit, here is some project  management advice from Sci-Fi movies you may have seen: 

Star Trek
In “Remember Me,” an episode of Star Trek: The Next Generation, crewmembers of the Enterprise are dropping. And as the crew’s complement dwindles down to one, only Dr. Beverly Crusher remembers them.  Rather than give in to the oblivion of a fugue state, she decides to apply logic: “If there’s nothing wrong with me, maybe there’s something wrong with the universe.” After asking the computer questions, Beverly pieces together the puzzle.

Thinking outside the box is a good way to spot problems in a project’s design. And sometimes the bigger the problem the harder it is to spot. It’s valuable to challenge your assumptions as your project progresses, especially while there’s time to make adjustments.

Robocop
Policeman Alex Murphy was minding his own business when he was killed by a crazed cocaine dealer, and later served as the prototype for Robocop. Using Murphy’s memories, Robocop tracks down the man responsible for his murder who turns out to be OCP’s senior president Dick Jones. When Robocop reveals Dick’s involvement, Dick grabs OCP’s chairman hostage. He shouts, “Dick, you’re fired.” With that, Robocop became free to prejudice Dick with a Beretta 93R Auto 9.

Even if your first project goes down in flames, it doesn’t mean that a better project can’t be built out of its remains. It helps to think of any project as the prototype to come after. Also, agile thinking can save many a project in a crisis. If you’ve been challenging your assumptions, you can come up with flashes of insight when that awkward question comes up in the board presentation. Project managers have to think on their feet. Just don’t rely on quick thinking as a substitute for actually having a project plan.

Buffy the Vampire Slayer
Buffy always worked the night shift, but in the episode “Doublemeat Palace,” she has to take on a day job. The only place that will hire someone with no visible skills? A fast food chain. Buffy is soon fired. When Buffy, asks for her job back, Buffy’s manager Lorraine rehires her and dishes out motivation. Pointing to her “5 years” button, Lorraine tells her, “I want you to be shooting for this from here on out.”

Motivating your team members is one of the most important things you can do. An interested contributor does better work, and that’s true whether she is your star performer or just working on the line.

Batman Begins
Bruce Wayne, billionaire playboy, hasn’t had much time to spend at the office of Wayne Enterprises, or even in Gotham itself, what with all his training to become an ice ninja. When he returns, he sees how his father’s company has been run by CEO William Earle. Earle even fired Lucius Fox for questioning the disappearance of a microwave emitter. which implies that Earle knew more about the Scarecrow and Ra’s al Ghul’s psychotropic toxin than the movie admitted to. Bruce fires Earle and puts Fox in charge, where he’ll be doing double-duty as CEO and Batman’s version of Q.

Team building is harder than it looks because even the most talented people can mix like oil and fire if the chemistry is off. Don’t be afraid to reassign the best people to other projects if they’re not a good fit for the others on the team It’s nobody’s fault if a team-up doesn’t work.

Ghostbusters
Hot on the heels of realizing that ghosts do indeed exist, three scientists quickly lose their university funding, their laboratories, and, in Dr. Peter Venkman’s case, the chance to score with naive college girls. But Venkman’s plan is to go into business, “professional paranormal investigations and eliminations.”

That weird idea that nobody else in the organization believes in? Project managers don’t always direct the course of the company, but if you can identify an interesting project, you can bring it to the attention of people who do. 
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