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Quote of the Day
You should ... appreciate the complexity of the project manager and business analyst interactions and the options for their assignments. A one-size-fits-all division of roles and responsibilities will not work. Every question regarding assignment of specific roles in a project is answered the same way: "It all depends." Even that answer can change as the dynamics of the project play themselves out. The world does not stand still because you made a staffing decision and are now managing your project. Change is constant; don't think otherwise as you make staffing decisions. You don't know what changes will arise or when they will arise. When they do occur, you don't know what impact, if any, they will have on the team structure and the future of the project.
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This article originally was published as part of the Agile Product & Project Management advisory service. For more information, contact Cutter Consortium at +1 781 641 9876, fax +1 781 648 1950, or e-mail service@cutter.com.
Editor's Pick
Letting Go: Responses to Change in an Organization
“All change involves loss, and people are therefore often resistant to making changes,” writes Moshe Cohen in his E-Mail Advisor, Letting Go: Responses to Change in an Organization. How will people in your organization respond to change even if the benefits are clear? Read as Moshe describes the different stages people experience in responding to change from denial and frustration to eventual experimentation and acceptance. As we see here, the responsibility lies with the agents of change to prepare to manage this transition and the integration into the organization’s culture.
— Mark Rosania
Sample our Research
Agility, Measurement, and Motivation by Jim Highsmith
Enterprise Architecture: The State of the Practice 2010 with Mike Rosen
How Not to Run an IT Project: A Case Study by Phil Simon
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