Less than 2 Weeks Away: ProjectWorld & World Congress for Business Analysts

PW & WCBA is right around the corner, November 16-18 in Anaheim, CA, and we’d like for you to take a look at the keynotes speaking at our upcoming West Coast Conference. Our featured keynotes include Vincent Cirel, SVP / CIO of Norwegian Cruise Line, David King, CIO of WellDyne, Inc., James A. DiMarzio, CIO of Mazda North American Operations, and Richard Baily, VP of Go To Market for Xerox just to name a few – over 40+ industry experts will be presenting. Make sure to check out the rest of the keynotes.

Also, take some time to view our complete lineup of speakers below, as well as a special priority code we’ve set up for our blog readers for 20% off the registration rate: PWWLINKEDIN. Hope to see you in Anaheim in less than 2 weeks!

Visit the ProjectWorld Homepage

View the ProjectWorld Brochure

View the ProjectWorld 2009 Speaker Roster

Register
Save 20% off the registration rate when you mention code PWWLINKEDIN

Free Web Seminar - Navigation Tips for Exploring the IIBA BABOK 2.0

Date: Wed, Oct 7, 2009
Time: 2:00 PM - 3:00 PM EDT

Have you ever gotten lost when traversing through the IIBA® BABOK® 2.0? How quickly can you find pathways through the Guide? How easily can you trace your way from one key element to another? Whether you are new to the discipline of business analysis, someone studying for the CBAP® or even a seasoned business analysis professional, navigating through the BABOK® can be a daunting task.

In this webinar we’ll explore a variety of pathways through the BABOK. Your navigator for the session is requirements guru Mary Gorman, a four year veteran of the IIBA Body of Knowledge Committee.

IIBA® International Institute of Business Analysis®
BABOK® Business Analysis Body of Knowledge®

What you will learn:

• Visualize the underlying foundation of the BABOK® (knowledge areas, tasks, techniques and requirements models)
• Trace foundation elements throughout the BABOK®
• Apply analysis modeling techniques to navigate the BABOK®

Speaker:
Mary Gorman, CBAP™, Senior Associate at EBG Consulting, assists teams to build the right product through exploring, analyzing and confirming their requirements. Mary has over 25 years experience as a consultant, mentor, trainer, facilitator, process engineer, developer, and analyst. In addition to serving on the IIBA Body of Knowledge Committee, Mary also helped create the certification exam for the Certified Business Analysis Professional™ (CBAP™).

Register below, mention priority code M2120W3BLOG
https://www1.gotomeeting.com/register/974065696

IT Leadership Forum Speaker Profile: Dr. Michael Valivullah, CIO, PMP, United States Capitol Police

Dr. Michael Valivullah
PMP, CIO, Associate Director, Office of Information Systems
United States Capitol Police

Dr. Valivullah is a Planning Specialist, Office of Information Systems, at the United States Capitol Police, United States Senate. Dr. Valivullah is a certified Project Management Professional (PMP), Certified Information Systems Security Professional (CISSP)and GSA and Federal CIO Council certified Chief Information Officer (CIO). He worked as a Program Control Manager for EDS, an Information Systems Integrator and Project Manager for Lockheed Martin and a Consultant for Sabre Systems, US Airways, MCI, etc. He has extensive knowledge in Software, Database and Systems Development, Requirements Management, Enterprise Architecture, Migrations, Configuraion Management, Quality Assurance, Operations and Testing.

Don’t miss Dr. Michael Valivullah's session "How Can I Become A Successful IT Manager and Leader?" at the IT Leadership Forum this November held in Phoenix, AZ.

Ten Great Ways to Crush Creativity

As at IT leader, you know the importance of finding creativity within your staff. Its important to look to them for innovations in processes and ways that can enhance your business environment and your bottom line. But are you actually crushing this enviornment of creativity? Take a look at this recent post by Paul Sloane on Stepcase Lifehack.

If you want to crush creativity in your organization and eliminate all the unnecessary bother of innovation then here are ten steps that are guaranteed to succeed.

1. Criticize

When you hear a new idea criticize it. Show how smart you are by pointing out some of the weaknesses and flaws which will hold it back. The more experienced you are, the easier it is to find fault with other people’s ideas. Decca Records turned down the Beatles, IBM rejected the photocopying idea which launched Xerox, DEC turned down the spreadsheet and various major publishers turned down the first Harry Potter novel. The same thing is happening in most organizations today. New ideas tend to be partly-formed so it is easy to reject them as ‘bad’. They diverge from the narrow focus that we have for the business so we discard them. Furthermore, every time somebody comes to you with an idea which you criticize, it discourages the person from wasting your time with more suggestions. It sends a message that new ideas are not welcome and that anyone who volunteers them is risking criticism or ridicule. This is a sure fire way to crush the creative spirit in your staff.

2. Ban brainstorms

Treat brainstorming as old-fashioned and passé. All that brainstorms do is throw up lots of new ideas that then have to be rejected. If your organization is not holding frequent brainstorm sessions to find creative solutions then you are not wasting time on new ideas. Instead you are sending a message to staff that their input is not required. If people insist on brainstorm meetings then make them long, rambling and unfocused with lots of criticism of radical ideas.

3. Hoard problems

The CEO and senior team should shoulder the responsibility for solving all the company’s major problems. Strategic issues are too complicated and high-level for the ordinary staff. After all, if people at the grass-roots knew the strategic challenges the organization faces then they would feel insecure and threatened. Don’t involve staff in serious issues, don’t tell them the big picture and above all don’t challenge them to come up with solutions.

4. Focus on efficiency not innovation

Focus solely on making the current business model work better. If we concentrate on making the current system work better then we will not waste time on looking for different systems. The current business model is the one that you helped develop and it is obviously the best one for the business. After all, if the makers of horse drawn carriages had improved quality they could have stopped automobiles taking their markets. The same principle applied with makers of slide rules, LP records, typewriters and gas lights.

5. Overwork

Establish a culture of long hours and hard work. Encourage the belief that hard work alone will solve the problem. We do not need to find a different way of solving a problem – rather we must just work harder at the old way of doing things. Make sure that the working day has no time for learning, fun, lateral thinking, wild ideas or testing of new initiatives.

6. Adhere to the plan

Plan in great detail and then do not deviate from the plan regardless of circumstances. ‘We cannot try that idea because it is not in the plan and we have no budget for it.’ Keep to the vision that was in the plan and ignore fads like market changes and customer fashions – they will pass.

7. Punish mistakes

If someone tries an entrepreneurial idea that fails then blame and retribution must follow. Reward success and punish failure. That way we will reinforce the existing way of doing things and discourage dangerous experiments.

8. Don’t look outside

We understand our business better than outsiders. After all we have been working in it for years. Other industries are fundamentally different and just because something works there does not mean it will work here. Consultants are generally over-priced and tell you things you could have figured out anyway. We need to find the solutions inside the business by working harder.

9. Promote people like you from within

Promoting from within is a good sign. It helps retain people and they can see a reward for loyalty and hard work. It means we don’t get polluted with heretical ideas from outside. Also if the CEO promotes people like him then he can achieve consistency and succession. It is best to find managers who agree with the CEO and praise him for his acumen and foresight.

10. Don’t waste money on training

Talent cannot be taught. It is it a rare thing possessed by a handful of gifted individuals. So why waste money trying to turn ducks into swans? Hire our kind of people and let them learn our system. Work them hard, keep them focused on our business model and do not allow them to fool around with crazy experiments. Workshops, budgets and time allocated to creativity and innovation are all wasteful extravagances. We know what we need to succeed so let’s just get on with it.

Ten Great Ways to Crush Creativity