In previous blogs on this same subject, we have discussed the role of Executive Management in the overall Project Team effort. And what elements from the internal organization would likely comprise an effective team. In summary, vibrant and effective executive leadership is likely to be critical in solidifying the vision for the project. The target of effort to achieve project acceptance and enthusiasm is cascading in that the focus of executive leadership is middle management. The components of a project team may be different for each organization or type of organization – whatever best suites the particular organizational structure, and what special considerations there might be in the project (i.e. does it involve web content, collaboration, integration with ERP or SharePoint environments, etc.).
I discussed in Part 1 on this general topic that the strong support of the intended Project by executive management is a critical factor for success – they need to support the projects sponsor, and smooth the path of challenges that sometimes occur when change is contemplated. Vibrant and effective executive leadership is likely to be critical in solidifying the vision for the project. The target of effort to achieve project acceptance and enthusiasm is cascading in that the focus of executive leadership is middle management, and then it effort fans out to focus on users and supervisors.
From a user organization perspective, constructing an effective ECM Project Team needs to be on of the initial mandatory objectives and activities undertaken when implementing an ECM Project. Achieving this objective in its totality directly links to the success of the implementation of any major ECM project within an organization – whether it be for a phased enterprise or a departmental initiative.
Many of today’s business discussions revolve around the fact that providing select employees with the ability to work from home, in a mobile environment, or otherwise more independently, is a positive factor towards fostering conservation and a “GREEN” initiative.
Many organizations look for expert assistance in a quest to justify, plan, and develop the concepts for an Enterprise Content Management system (ECM) or smaller departmental system using this technology. A provider of these services needs to have demonstrated expertise regarding consulting services focused on the application of the entire breadth of the disciplines associated with Enterprise Content Management.
As a PMP certified Project Manager in the Enterprise Content Mangement area I am interested in hearing from other Project Managers who have also gone through the International Institute of Business Analysis process to get an IIBA Business Analyst Certification. As Project Managers in the ECM area, Business Analysis is a large function of the work we perform on projects.
I have been hearing more and more about this certification. I have also done some research on the IIBA certification process from their website:
A local chapter of IIBA is just forming in my area and I plan to become a member so I can gain more insight into the program. I did this same thing when I joined my local PMI chapter when I first entered into the PMP program.
I would love to hear from any project managers or even those who have gone through the program in reference to the value of the certification and whether it is worth the time and effort to get the certification?