Epilogue

I couldn’t resist the temptation to sneak in a personal word or two. The journey through the growth of both the business analysis and project management professions has been a gratifying one for me. During my trek I have had many inspiring and rewarding experiences presenting to groups at conferences and companies all over the world, from Ireland to Slovenia to New Zealand. I have also had the honor of consulting with CIOs, IT managers, PMOs, and BA practice leads across multiple industries, including pharmaceuticals, financial services, energy, healthcare, federal and state governments, and nonprofits. Consulting has afforded me the opportunity to peek inside multiple companies in diverse industries, uncovering invaluable insights.

I believe that business analysis is one of the most important, enjoyable, and satisfying professions, helping us navigate this chaotic, hyperconnected world. Especially as BAs become consultants instead of analysts, they will provide ever more value to their organizations. And, as we have emphasized throughout this book, it’s all about value.

Perhaps one of the most heartwarming experiences I have had was seeing my son, Joey, follow in my footsteps. He is a project manager extraordinaire! After seeing me present at a project management conference, one of his colleagues asked him: “At exactly what age did your mother tell you that you had to become a project manager?”

One of the highlights of our sharing a career was when Joey invited me to conduct a two-day workshop for his project manager and business analysis peers. It was such a pleasure to see him in his element, with everyone teasing him and having fun. He introduced me by saying: “Welcome to the first annual ‘bring your mommy to work’ day.” At one point during the session, when Joey and I were talking about the business value of IT, a person at the table told him to stop arguing with his mother. I had a little fun by inserting a few pictures of him as a toddler into my presentation, and someone shouted: “He still wears that sailor suit; I’ve seen him in it.”

So it is fitting that I close with some words of wisdom from on the ground from Joey as he manages incredibly complex projects. Let’s hear it for the next generation! It’s your turn now.

A View from on the Ground

GREAT PROJECT MANAGERS

Joey Hass

Complex IT Project Manager

Insurance Industry

What makes good project managers great project leaders? Surprisingly, it’s not about performance to schedule or budget; it’s not even about delivering the full scope of the solution. These are important metrics to manage and monitor project delivery. However, what it really boils down to is building and sustaining strong relationships with two critical groups: customers and team members.

First, it’s all about the customers. Build strong relationships with all customers involved in the project, internal and external, so that you truly represent the customers to the team when making critical decisions. Even better, involve the customers in your project as critical members of the team with a strong voice.

Second, take exceptional care of your team. Learn how to build, nurture, support, and sustain a high-performing team that gets things done. Great teams cannot be held back. Being part of a high-performing team is an amazing experience, and leading one is an absolute pleasure.

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