Project Management Artifacts

Photo by  Kelly Sikkema  on  Unsplash How does a business analyst know that each requirement adds business value and meets the customer’s expectations? By establishing relationships and dependencies. This process involves tracing or setting links between and among requirements and other production information. All of the building blocks of the product need to be traced individually, but you also have to be aware of how one block impacts the others. Identifying the dependencies between them is a must if you want to keep yourself — and your product — away from a lot of trouble Like many elements of business analysis, establishing relationships and dependencies isn’t a static exercise. Rather, as more product information emerges, the relationships and dependencies must progressively expand. There’s no clearer way to ensure a product’s relevancy than by tracing each component to the business need, goals and objectives. Identifying dependencies and relationships can also provide a structure

Photo by  Austin Distel  on  Unsplash Project Managers may have to manage too many projects at once. So, how many projects can a project manager control? After completing a project plan, the project manager has the important function of following up and communicating progress to stakeholders. If the project manager cannot find the required time, the project management capacity is full. Make a to-do list to figure this out. The list should include at least the following headings: 1- To get information about the work of the project team members. Process data from the team onto the plan and have an insight into progress. 2- Reflecting the deviations in the plan according to the incoming data and seeing the effect of the deviations on the future of the project. 3- Identifying preventive or corrective actions to reduce deviations. 4- Notifying stakeholders affected by the change. 5- Reviewing upcoming risks and notifying those responsible. 6- Analyzing new risks and updating risk plans. 7-

Photo by  Jessica Lewis  on  Unsplash Organizations aim to turn them into profit in the long run by producing projects on subjects that will add experience to them. Any project that ends successfully or unsuccessfully brings experience to the project manager. In the closing process, the product is delivered to the customer. Thus, the most important goal of the project is fulfilled. On the other hand, the archiving of project records contributes to the increase of the company’s knowledge. Lessons learned are indispensable for project archives. Lessons learned include methods to reduce or eliminate risks, details to be considered in doing things, criteria for not repeating a mistake made. Knowledge gained from lessons learned supports quality management. Therefore, it is the responsibility of all project stakeholders to prepare the lessons learned. Lessons learned are documented by all stakeholders throughout the project. On the other hand, archiving at phase or project closure processes

Photo by  Alvaro Reyes  on  Unsplash Some managers do not want to delegate their work. “My team members are inexperienced.” “I do it myself until I teach it.” “Only people at my level can do these things.” “No one else can do these things but for me.” “Team members don’t have the ability to make decisions as I do.” Management is the process of directing people and tasks rather than actually doing them. Besides that, as a project manager gives more responsibility to team members, their development is contributed. The expectation from a manager is not a simple function of assigning jobs and querying the status of those jobs. So, what kind of path should a manager follow so that the team members can manage themselves? I met a young manager at a firm that I consulted, who attaches great importance to this issue. He is a civil engineer. He had attended a course given by me to manage his projects more effectively. The training was mainly about learning a project management software. 5–6 mont

Photo by  tabitha turner  on  Unsplash Do you worry about how others judge you? For example, when you are presenting at work or meeting with friends, what you wear, whether you are suitable for the occasion, did you talk too much or laugh out loud? What did they think of you? What did they say behind your back? Intensely preoccupying your mind with these questions can lead to problems such as distraction in the work environment and not being able to focus on the topic being discussed. Because an inner monologue begins to spin in one’s head. You try to make sense of people’s facial expressions, laughing among themselves. That’s why your focus at work begins to move beyond business matters. If such thoughts are gnawing at your mind from time to time, please continue with this article. First of all, know that no one thinks about you as much as you do. In fact, just like you do, everyone thinks for themselves. Studies have proven that people think more about themselves than other people. I

Photo by  Jason Goodman  on  Unsplash I would like to share an article for those who aim for career development in project management. Products or services need to be constantly updated to keep up with changing requirements. This speed of change forces people to work more on a project basis. I recommend young people who are at the beginning of their career steps to learn project management techniques. Regardless of your profession, there are always projects in the companies you will work with. Knowing the current methods for managing projects will provide you with important career opportunities. If you like and comment on this article, I will continue to share more content on this subject. I will complete this article by giving brief information about project management. Today, three basic approaches are used for the management of projects. Predictive, adaptive and hybrid methods. These approaches are used according to the industries in which the projects are implemented, the size of t

Spring Waters Photo by  Darius Soodmand  on  Unsplash Date: 30 December 2021 Time: 14:30 I sit in front of the Urologist, exhausted. The doctor ran a program on his computer after going through the pages of my test results. “I have to show you on the screen,” he said. I walked over to him with slow movements and came across an animation screen showing my internal organs. “Look, this is your right, this is your left kidney and there are 3 stones in your left kidney. In addition, two stones appear in the urinary canal. We need to clear the stones in the canal immediately…” While my doctor was saying these words, I suddenly went to the Dordogne city of France on 22 June 1580. Between 1572 and 1580, Michel de Montaigne completed the first part of his Essays and published it in 1580. The second part of the work was to be published in 1588, and the last part in 1595, 3 years after the author’s death. On June 22, 1580, Montaigne went on a journey to seek healing waters, which he believed woul

Photo by  Markus Spiske  on  Unsplash In the past, there was a forest, the one who cut the trees and cleared the road was called the manager, and the one who told where to go was called the leader. There are many kinds of leadership today; “Interactive, transformative, liberating, charismatic, visionary, ethical, transitional, intersectional, servant, democratic, autocratic, flying, escapist, hopping, bouncing, etc.” Lots of nonsense bullshit. They put a keyword into the definitions of these concepts and derive a leadership model. E.g; It becomes “a leader who cares about the opinions of his team is a democratic leader”. “Well, what do you think about that subject, friends?” A person who says that becomes a democratic leader. There is no need to define different models of being a leader. Pass it on guys! There are basically 3–4 factors in leadership; Let’s list them: First of all, the person taking the lead must be accepted as trustworthy by the team members. A person who cannot gain t

Photo by  Naser Tamimi  on  Unsplash Suppose there are two investment options available to you. You will spend the same price for both options. For example, you need to deposit $100,000 for options A and B. If you choose investment A, the probability of making a profit of $60.000 at the end of one year is 40%. If you choose investment B, the probability of making a profit of $40.000 at the end of one year is 60%. Which option do you prefer? The tool we use when choosing options with probabilities is called Expected Monetary Value. It is a simple mathematical operation that needs to be done in the example above. For Option A: 60.000 * 40% = $24,000 For Option B: 40.000 * 60% = $24,000 The resulting $24,000 is called the Expected Monetary Value. This shows us that there is no difference between the two investment options. In summary; Impact Power * Probability indicates the amount of return we should expect from that investment. This simple technique is interestingly involved in a lot of