Think of a project as a skyscraper. You have a vision in your head first, and then you need to figure out the tools and processes necessary to complete the job. This is the most difficult stumbling block when it comes to the right project management solutions.
In creating seamless project management, you’ll most likely find yourself asking detrimental questions.
- Do you introduce tools that are robust enough?
- Do you design the ideal processes that culminate with the most effective project management solutions?
- How do you identify the missing pieces that may send the entire project into a downward spiral?
Needless to say, there is much to consider with project management, so keep reading this blog to ensure your projects end with the manifestation of your vision, but first a question…
What does project management mean in terms of business analysis?
As a business analyst, it’s up to you to design what the BA Times calls “the set of tasks and techniques used to work as a liaison among stakeholders to understand the structure, policies, and operations of an organization, and to recommend solutions that enable the organization to meet its goals.”
In a more concise manner of speaking, you design the solution path. A project manager implements that solution, and takes the project from blueprint to reality.
If you’ve been doing business analysis for a while, you know that you have to wear multiple hats. Oftentimes, project manager becomes one of your many roles. To be successful at project management, I recommend a three-pronged approach.
- Apply the knowledge.
Here’s another hat you’ll wear: teacher.
BAs are very frequently tasked with explaining a new process, but really it goes beyond explanation. An effective teacher will always show how the knowledge is applied.
Once you implement a new technology or process, show them not only what it does and how to use it, but also how and why that particular solution will make their work life a little easier.
- Supply (and explain) the tools.
IT solutions are the most common tools. In project management/business analysis, new technologies must be learned if they are going to be effective. Introduce the tool as a solution, and then explain how it functions. Make this explanation as simple as possible, so that the implementation happens seamlessly.
- Monitor, but don’t micromanage.
Ask anybody with a job about problems at work, and most likely this person will mention micromanaging. Micromanagement makes employees and stakeholders feel as if they’re incapable of doing their jobs. In many cases, micromanagement ensures that employees can’t perform their tasks, because someone else is doing it for them.
To avoid this scenario, encourage questions. Be ready to answer any question that comes your way, and you can monitor your project without issue.
How do you know the questions that stakeholders and employees will ask?
You have to be prepared for every scenario!