Business Analyst as Strategist is part of the “Business Analysis Essential Library,” a series of practical guides, each focusing on distinct areas of business analysis. Business Analyst as Strategist uncovers the role of the business analyst as the business and technology strategist providing the executive leadership team with the information, process, tools, and capability to make the best decisions. The Business Analyst as Strategist outlines the first two phases of the business solution life—strategic planning and enterprise analysis––that the future vision of the enterprise is established, strategic goals and measures are set, and the most viable programs and supporting projects are initiated to achieve the strategy.

Learn how to set the stage for change, and how to translate strategy into operational terms through a portfolio of programs and supporting projects. Understand the five-step process to set well-formed strategies and how to execute them. This book can help readers master business analysis competencies, learn to react effectively, anticipate changes in the marketplace, and flow value through the enterprise to the customer, thus achieving competitive advantage.

Kathleen B. Hass, PMP, is a prominent leader in project management and business analysis. She is a popular presenter and lecturer at industry events nationwide, exhibiting her extensive expertise in technology and software-intensive projects, and program strategy.

Business Analyst as Strategist: Translating Business Strategies into Valuable Solutions, 2008, 125 pages, softcover, published by Management Concepts, Vienna, VA, 978-1-56726-209-4, $24. This book is available from your local bookstore or directly from Management Concepts at www.managementconcepts.com.

Management Concepts, Inc.,
is an integrated training, consulting, and publishing company dedicated to the mind at work—from entry level to executive leaders.
For more information, visit www.managementconcepts.com.

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Max Wideman has announced the latest updates to his popular project management website. According to the email from Max this month, here are the items that Max discusses or has added to his website this month.

In Papers Max continues with Part 8 of Ten Steps to Project Portfolio Management by providing “More tips on Step 10: Benefits of harvesting & reporting, roles, and changing strategic direction.”

Max’s In Musings, Max reflects back on “A little bit of PMI history.”

Have you ever wondered whether activities come before tasks, or goals before objectives? Here's our "official" list for these and many similar labels:

New Issacons:

• 1098 - Word Hierarchies

• 1334b - Definitive Cost Estimating
  

• 1359h - Tips for Project Sponsors

*"Issacons" stands for "Issues and Considerations" that are presented in bullet form for quick and easy reference by project managers.

Have you seen Max’s book
A Management Framework for Project, Program and Portfolio Integration?
For information or to order a copy, visit http://www.maxwideman.com/papers/framework_book/intro.htm.

Do you have a project management question?
Find the answer at: http://www.maxwideman.com.

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Many construction projects require large amounts of materials, physical tools and labor, and involve many key individuals and organizations, thus the need for a specific set of tools, techniques and methodologies exclusive to the construction industry. Part of the PMI Global Standards Program, the Construction Extension adapts the globally accepted standards of PMI’s PMBOK® Guide to the construction industry and aims to improve the efficiency and effectiveness of construction project management.

“Construction projects have many moving parts and often times project teams don’t speak the same language or live in the same country, making communication and understanding difficult,” said John Zlockie, manager, PMI standards. “Global standards such as the Construction Extension and the PMBOK® Guide are crucial to the profession because they ensure a basic project management framework is applied consistently worldwide. Simply put, they translate project management practices into one standard, unified language. ”

With so many different aspects of a construction project and so many different team members, it is imperative to the success of the project and the organization that there be consistent ideologies that the project team can follow, even across language barriers. Through global standards such as the PMBOK® Guide and the Construction Extension, the PMI Global Standards Program improves the understanding and competency of project management practitioners and executive leaders worldwide by identifying, defining, documenting and championing project management practices that are generally recognized as good practice and a common project management lexicon.

The Construction Extension to the PMBOK^® Guide Third Edition (ISBN: 9781930699526 | Paperback, 191 pp. | Retail: US$39.95) is available from the PMI Bookstore at www.PMI.org/Marketplace.

With more than 260,000 members in 170 plus countries, the Project Management Institute, Inc. (PMI) is the leading membership association for the project management profession and the largest association dedicated to the advancement of project management in the world. As the leading advocate for the profession, PMI is actively engaged in setting professional standards, providing a professional career path for project managers and creating a family of professional credentials: Certified Associate in Project Management (CAPM^®), Project Management Professional (PMP^®) and Program Management Professional (PgMP)^®. Additionally, the Institute provides members with access to the knowledge, skills, educational support and networking opportunities needed to drive business results through project management, program management and portfolio management. PMI is highly regarded for its extensive research program and published studies. PMI was founded in 1969. Please visit PMI.org for more information or contact Joseph Patterson at joseph.patterson@pmi.org.

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