�ݺ�ߣshows by User: cathycecere9

�ݺ�ߣshows by User: cathycecere9 / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: cathycecere9 / Fri, 29 Apr 2016 13:56:07 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: cathycecere9 Just Pick a Vendor and Go! Oh, No! /slideshow/just-pick-a-vendor-and-go-oh-no/61504302 justpickavendorandgoohno-160429135608
Sandra Sears Speaks at ITFMA's Financial World of Information Technology® Conference in April 2016. “Just Pick a Vendor and Go! Oh, No!” ]]>
Sandra Sears Speaks at ITFMA's Financial World of Information Technology® Conference in April 2016. “Just Pick a Vendor and Go! Oh, No!” ]]> Fri, 29 Apr 2016 13:56:07 GMT /slideshow/just-pick-a-vendor-and-go-oh-no/61504302 cathycecere9@slideshare.net(cathycecere9) Just Pick a Vendor and Go! Oh, No! cathycecere9 Sandra Sears Speaks at ITFMA's Financial World of Information Technology® Conference in April 2016. “Just Pick a Vendor and Go! Oh, No!” <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/justpickavendorandgoohno-160429135608-thumbnail.jpg?width=120&height=120&fit=bounds" /> Sandra Sears Speaks at ITFMA's Financial World of Information Technology® Conference in April 2016. “Just Pick a Vendor and Go! Oh, No!”

Just Pick a Vendor and Go! Oh, No! from Cathy Cecere

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0 Project Managers and Business Analysts, Frenemies? /slideshow/pm-ba-frenemies-with-rg-template/46936497 pmbafrenemieswithrgtemplate-150413084635-conversion-gate01
This presentation explores the confusion and conflict that occurs much too often between project manager and business analyst roles. Confess! It has happened to all of us. Who should interact with stakeholders? Who is accountable for scope? Who manages issues? Who drives for success? What is success? Project managers and business analysts seem to be frenemies too often. How can project managers and business analysts work together productively, happily, and effectively for success?]]>
This presentation explores the confusion and conflict that occurs much too often between project manager and business analyst roles. Confess! It has happened to all of us. Who should interact with stakeholders? Who is accountable for scope? Who manages issues? Who drives for success? What is success? Project managers and business analysts seem to be frenemies too often. How can project managers and business analysts work together productively, happily, and effectively for success?]]> Mon, 13 Apr 2015 08:46:35 GMT /slideshow/pm-ba-frenemies-with-rg-template/46936497 cathycecere9@slideshare.net(cathycecere9) Project Managers and Business Analysts, Frenemies? cathycecere9 This presentation explores the confusion and conflict that occurs much too often between project manager and business analyst roles. Confess! It has happened to all of us. Who should interact with stakeholders? Who is accountable for scope? Who manages issues? Who drives for success? What is success? Project managers and business analysts seem to be frenemies too often. How can project managers and business analysts work together productively, happily, and effectively for success? <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/pmbafrenemieswithrgtemplate-150413084635-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> This presentation explores the confusion and conflict that occurs much too often between project manager and business analyst roles. Confess! It has happened to all of us. Who should interact with stakeholders? Who is accountable for scope? Who manages issues? Who drives for success? What is success? Project managers and business analysts seem to be frenemies too often. How can project managers and business analysts work together productively, happily, and effectively for success?

Project Managers and Business Analysts, Frenemies? from Cathy Cecere

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0 Debits Are Toward the Window. How to Communicate with Non-IT Finance Folks About IT Finance /slideshow/itfma-pittsburgh-pa-april-13-17-2015-sears/46774588 itfma-pittsburghpaapril13-172015sears-150408101833-conversion-gate01
In general, communicating with non-financial managers about finance is a challenge. The challenge is increased when we try to talk about IT finance. This session will address the kinds of topics that are likely to be misunderstood by non-financial folks as well as topics that may cause miscommunication among IT professionals, finance professionals, and professionals from other business areas. We will explore why we don't seem to be speaking the same language, why things that are SO obvious to one group are completely confounding to another group, and why, why, why managers don't seem to be able to make good decisions based on the fantastic data that we provide. What are they missing? What are we missing?]]>
In general, communicating with non-financial managers about finance is a challenge. The challenge is increased when we try to talk about IT finance. This session will address the kinds of topics that are likely to be misunderstood by non-financial folks as well as topics that may cause miscommunication among IT professionals, finance professionals, and professionals from other business areas. We will explore why we don't seem to be speaking the same language, why things that are SO obvious to one group are completely confounding to another group, and why, why, why managers don't seem to be able to make good decisions based on the fantastic data that we provide. What are they missing? What are we missing?]]> Wed, 08 Apr 2015 10:18:32 GMT /slideshow/itfma-pittsburgh-pa-april-13-17-2015-sears/46774588 cathycecere9@slideshare.net(cathycecere9) Debits Are Toward the Window. How to Communicate with Non-IT Finance Folks About IT Finance cathycecere9 In general, communicating with non-financial managers about finance is a challenge. The challenge is increased when we try to talk about IT finance. This session will address the kinds of topics that are likely to be misunderstood by non-financial folks as well as topics that may cause miscommunication among IT professionals, finance professionals, and professionals from other business areas. We will explore why we don't seem to be speaking the same language, why things that are SO obvious to one group are completely confounding to another group, and why, why, why managers don't seem to be able to make good decisions based on the fantastic data that we provide. What are they missing? What are we missing? <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/itfma-pittsburghpaapril13-172015sears-150408101833-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> In general, communicating with non-financial managers about finance is a challenge. The challenge is increased when we try to talk about IT finance. This session will address the kinds of topics that are likely to be misunderstood by non-financial folks as well as topics that may cause miscommunication among IT professionals, finance professionals, and professionals from other business areas. We will explore why we don't seem to be speaking the same language, why things that are SO obvious to one group are completely confounding to another group, and why, why, why managers don't seem to be able to make good decisions based on the fantastic data that we provide. What are they missing? What are we missing?

Debits Are Toward the Window. How to Communicate with Non-IT Finance Folks About IT Finance from Cathy Cecere

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0 Overcome Risk Using Process Management and Improvement /slideshow/overcome-risk-using-process-management-and-improvement/34906541 overcomeriskusingprocessmanagementandimprovement-140520094240-phpapp01
Process management helps to provide a line of sight from strategy through execution of organizational initiatives. Akin to the business analysis (BA) requirements discipline, this traceability enables performance maturity, better communication, clearer roles and responsibilities, and good governance. Clarification of problems or opportunities for improvement is integral to business analysis and process management. In each, you must elicit and clearly state a specific problem that quantifiably affects business/operation and that ultimately matters to your customers. Process management is • an integral part of business analysis, implementation, improvement, and sustainability • solves problems • expedites risk identification, mitigation, and impact In this webinar I will explain how to: • tie process management to organizational strategy • use process management as a foundation of good decision making, change management, and governance • increase efficiency and value optimization throughout the organization. ]]>
Process management helps to provide a line of sight from strategy through execution of organizational initiatives. Akin to the business analysis (BA) requirements discipline, this traceability enables performance maturity, better communication, clearer roles and responsibilities, and good governance. Clarification of problems or opportunities for improvement is integral to business analysis and process management. In each, you must elicit and clearly state a specific problem that quantifiably affects business/operation and that ultimately matters to your customers. Process management is • an integral part of business analysis, implementation, improvement, and sustainability • solves problems • expedites risk identification, mitigation, and impact In this webinar I will explain how to: • tie process management to organizational strategy • use process management as a foundation of good decision making, change management, and governance • increase efficiency and value optimization throughout the organization. ]]> Tue, 20 May 2014 09:42:40 GMT /slideshow/overcome-risk-using-process-management-and-improvement/34906541 cathycecere9@slideshare.net(cathycecere9) Overcome Risk Using Process Management and Improvement cathycecere9 Process management helps to provide a line of sight from strategy through execution of organizational initiatives. Akin to the business analysis (BA) requirements discipline, this traceability enables performance maturity, better communication, clearer roles and responsibilities, and good governance. Clarification of problems or opportunities for improvement is integral to business analysis and process management. In each, you must elicit and clearly state a specific problem that quantifiably affects business/operation and that ultimately matters to your customers. Process management is • an integral part of business analysis, implementation, improvement, and sustainability • solves problems • expedites risk identification, mitigation, and impact In this webinar I will explain how to: • tie process management to organizational strategy • use process management as a foundation of good decision making, change management, and governance • increase efficiency and value optimization throughout the organization. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/overcomeriskusingprocessmanagementandimprovement-140520094240-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Process management helps to provide a line of sight from strategy through execution of organizational initiatives. Akin to the business analysis (BA) requirements discipline, this traceability enables performance maturity, better communication, clearer roles and responsibilities, and good governance. Clarification of problems or opportunities for improvement is integral to business analysis and process management. In each, you must elicit and clearly state a specific problem that quantifiably affects business/operation and that ultimately matters to your customers. Process management is • an integral part of business analysis, implementation, improvement, and sustainability • solves problems • expedites risk identification, mitigation, and impact In this webinar I will explain how to: • tie process management to organizational strategy • use process management as a foundation of good decision making, change management, and governance • increase efficiency and value optimization throughout the organization.

Overcome Risk Using Process Management and Improvement from Cathy Cecere

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0 Case Study: BAs join Agile Team to Help Secure U.S. Borders /slideshow/b-as-join-agile-team-animation-final/32013340 basjoinagileteam-animationfinal-140306182556-phpapp01
To help accomplish its mission of facilitating lawful international trade and ensuring dangerous and illegal cargo doesn’t enter the country, one of the government’s largest and most complex organizations initiated a multi-year project to modernize the business processes essential to securing U.S. borders. A large part of the renovation was the use of customized Agile methodology to help deliver functionality to its end-users quicker and meet evolving business needs. With the creation of Scrum teams and the addition of Business Analysts on those teams, this is the story of one Agile development team’s ability to push high-priority requirements through to convert product backlog into reality while the business stakeholders retain the capability to continuously refine and reprioritize that backlog. What does Agile mean for the role of the business requirements analysts? The case study offer perspective into the role of the Agile BA: • Fully embrace the role of Product Owners Representative • Structure the tool by sprints, not product • Be flexible because of shifting product owner priorities • Begin working with the capability owner and product owner early in the process • Help think about velocity tied to use stories and picking the right work for the sprint ]]>
To help accomplish its mission of facilitating lawful international trade and ensuring dangerous and illegal cargo doesn’t enter the country, one of the government’s largest and most complex organizations initiated a multi-year project to modernize the business processes essential to securing U.S. borders. A large part of the renovation was the use of customized Agile methodology to help deliver functionality to its end-users quicker and meet evolving business needs. With the creation of Scrum teams and the addition of Business Analysts on those teams, this is the story of one Agile development team’s ability to push high-priority requirements through to convert product backlog into reality while the business stakeholders retain the capability to continuously refine and reprioritize that backlog. What does Agile mean for the role of the business requirements analysts? The case study offer perspective into the role of the Agile BA: • Fully embrace the role of Product Owners Representative • Structure the tool by sprints, not product • Be flexible because of shifting product owner priorities • Begin working with the capability owner and product owner early in the process • Help think about velocity tied to use stories and picking the right work for the sprint ]]> Thu, 06 Mar 2014 18:25:56 GMT /slideshow/b-as-join-agile-team-animation-final/32013340 cathycecere9@slideshare.net(cathycecere9) Case Study: BAs join Agile Team to Help Secure U.S. Borders cathycecere9 To help accomplish its mission of facilitating lawful international trade and ensuring dangerous and illegal cargo doesn’t enter the country, one of the government’s largest and most complex organizations initiated a multi-year project to modernize the business processes essential to securing U.S. borders. A large part of the renovation was the use of customized Agile methodology to help deliver functionality to its end-users quicker and meet evolving business needs. With the creation of Scrum teams and the addition of Business Analysts on those teams, this is the story of one Agile development team’s ability to push high-priority requirements through to convert product backlog into reality while the business stakeholders retain the capability to continuously refine and reprioritize that backlog. What does Agile mean for the role of the business requirements analysts? The case study offer perspective into the role of the Agile BA: • Fully embrace the role of Product Owners Representative • Structure the tool by sprints, not product • Be flexible because of shifting product owner priorities • Begin working with the capability owner and product owner early in the process • Help think about velocity tied to use stories and picking the right work for the sprint <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/basjoinagileteam-animationfinal-140306182556-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> To help accomplish its mission of facilitating lawful international trade and ensuring dangerous and illegal cargo doesn’t enter the country, one of the government’s largest and most complex organizations initiated a multi-year project to modernize the business processes essential to securing U.S. borders. A large part of the renovation was the use of customized Agile methodology to help deliver functionality to its end-users quicker and meet evolving business needs. With the creation of Scrum teams and the addition of Business Analysts on those teams, this is the story of one Agile development team’s ability to push high-priority requirements through to convert product backlog into reality while the business stakeholders retain the capability to continuously refine and reprioritize that backlog. What does Agile mean for the role of the business requirements analysts? The case study offer perspective into the role of the Agile BA: • Fully embrace the role of Product Owners Representative • Structure the tool by sprints, not product • Be flexible because of shifting product owner priorities • Begin working with the capability owner and product owner early in the process • Help think about velocity tied to use stories and picking the right work for the sprint

Case Study: BAs join Agile Team to Help Secure U.S. Borders from Cathy Cecere

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0 Innovation is not for Lone Rangers /slideshow/iiba-innovation-webinar-final/32011587 iibainnovationwebinarfinal-140306170638-phpapp02
A Wall Street Journal article postulates that innovation comes from inside a company through networks—not lone individuals. The authors offers strategies to cultivate innovation, such as making efforts to break down the walls between company departments, rapidly testing and refining ideas, and figure out whether there are people in the chain of command who are hard to work with. But for most large organizations, this “formula” for innovation is difficult to implement. Change, especially innovative change, is often is met with organizational resistance. Conversely, the culture of the organization often expresses collective frustrations with the limitations of business processes and underlying technologies to support business needs. Doug Jackson, senior director of the Business Analysis Practice for Robbins Gioia (http://www.robbinsgioia.com), and Paula Pierce, CEO and principal transformation strategist, Peridona Strategies LLC (http://www.periodonastrategies.com), conduct an interactive session on integrating business analysis and organizational change management to create an environment for innovation and successful change. They will examine problems that prevent establishing successful innovation networks and provide an approach using best practices from both disciplines to help organizations harvest and test innovative ideas. They will show you how to: • Identify the root of change resistance in our organizations • Identify and capitalize on existing networks • Apply BA and OCM best practices to create an environment for innovation.]]>
A Wall Street Journal article postulates that innovation comes from inside a company through networks—not lone individuals. The authors offers strategies to cultivate innovation, such as making efforts to break down the walls between company departments, rapidly testing and refining ideas, and figure out whether there are people in the chain of command who are hard to work with. But for most large organizations, this “formula” for innovation is difficult to implement. Change, especially innovative change, is often is met with organizational resistance. Conversely, the culture of the organization often expresses collective frustrations with the limitations of business processes and underlying technologies to support business needs. Doug Jackson, senior director of the Business Analysis Practice for Robbins Gioia (http://www.robbinsgioia.com), and Paula Pierce, CEO and principal transformation strategist, Peridona Strategies LLC (http://www.periodonastrategies.com), conduct an interactive session on integrating business analysis and organizational change management to create an environment for innovation and successful change. They will examine problems that prevent establishing successful innovation networks and provide an approach using best practices from both disciplines to help organizations harvest and test innovative ideas. They will show you how to: • Identify the root of change resistance in our organizations • Identify and capitalize on existing networks • Apply BA and OCM best practices to create an environment for innovation.]]> Thu, 06 Mar 2014 17:06:38 GMT /slideshow/iiba-innovation-webinar-final/32011587 cathycecere9@slideshare.net(cathycecere9) Innovation is not for Lone Rangers cathycecere9 A Wall Street Journal article postulates that innovation comes from inside a company through networks—not lone individuals. The authors offers strategies to cultivate innovation, such as making efforts to break down the walls between company departments, rapidly testing and refining ideas, and figure out whether there are people in the chain of command who are hard to work with. But for most large organizations, this “formula” for innovation is difficult to implement. Change, especially innovative change, is often is met with organizational resistance. Conversely, the culture of the organization often expresses collective frustrations with the limitations of business processes and underlying technologies to support business needs. Doug Jackson, senior director of the Business Analysis Practice for Robbins Gioia (http://www.robbinsgioia.com), and Paula Pierce, CEO and principal transformation strategist, Peridona Strategies LLC (http://www.periodonastrategies.com), conduct an interactive session on integrating business analysis and organizational change management to create an environment for innovation and successful change. They will examine problems that prevent establishing successful innovation networks and provide an approach using best practices from both disciplines to help organizations harvest and test innovative ideas. They will show you how to: • Identify the root of change resistance in our organizations • Identify and capitalize on existing networks • Apply BA and OCM best practices to create an environment for innovation. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/iibainnovationwebinarfinal-140306170638-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> A Wall Street Journal article postulates that innovation comes from inside a company through networks—not lone individuals. The authors offers strategies to cultivate innovation, such as making efforts to break down the walls between company departments, rapidly testing and refining ideas, and figure out whether there are people in the chain of command who are hard to work with. But for most large organizations, this “formula” for innovation is difficult to implement. Change, especially innovative change, is often is met with organizational resistance. Conversely, the culture of the organization often expresses collective frustrations with the limitations of business processes and underlying technologies to support business needs. Doug Jackson, senior director of the Business Analysis Practice for Robbins Gioia (http://www.robbinsgioia.com), and Paula Pierce, CEO and principal transformation strategist, Peridona Strategies LLC (http://www.periodonastrategies.com), conduct an interactive session on integrating business analysis and organizational change management to create an environment for innovation and successful change. They will examine problems that prevent establishing successful innovation networks and provide an approach using best practices from both disciplines to help organizations harvest and test innovative ideas. They will show you how to: • Identify the root of change resistance in our organizations • Identify and capitalize on existing networks • Apply BA and OCM best practices to create an environment for innovation.

Innovation is not for Lone Rangers from Cathy Cecere

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0 Rock stars, Ninjas, and Gurus—you support your best people, but are your best people supporting your strategy? Learn to link your corporate strategy to your investment in talent /slideshow/robbins-gioia-talent-management-webinar/32010815 robbinsgioiatalentmanagementwebinar-140306163751-phpapp02
Managers intuitively believe that investing in people is a key way (perhaps the best way) to develop their organizational capabilities for the long term. But, how do we know that we are investing in the right people? Should we be investing in people at all, or could we instead derive more value from investing in particular roles within an organization that provide the unique fabric of differentiated value that defines a high performing organization? This presentation begins by discussing the strategy mapping approach outlined by Kaplan and Norton [1]and focuses specifically on a customer-focused value delivered by a company as the core of its business model. Building from this we will discuss applying a portfolio approach to talent management [2]by categorizing the various roles in a company and scoring those roles on three categories: contribution to the customer-focused value chain, uniqueness to the organization and variability in performance. Using this portfolio approach allows us to identify the key roles in an organization that provide high value to clients, are genuinely unique to the company and are most conducive to performance improvement—thereby providing the very best candidates for an organization to invest time, money and energy in recruiting/retaining/developing personnel for those roles. ]]>
Managers intuitively believe that investing in people is a key way (perhaps the best way) to develop their organizational capabilities for the long term. But, how do we know that we are investing in the right people? Should we be investing in people at all, or could we instead derive more value from investing in particular roles within an organization that provide the unique fabric of differentiated value that defines a high performing organization? This presentation begins by discussing the strategy mapping approach outlined by Kaplan and Norton [1]and focuses specifically on a customer-focused value delivered by a company as the core of its business model. Building from this we will discuss applying a portfolio approach to talent management [2]by categorizing the various roles in a company and scoring those roles on three categories: contribution to the customer-focused value chain, uniqueness to the organization and variability in performance. Using this portfolio approach allows us to identify the key roles in an organization that provide high value to clients, are genuinely unique to the company and are most conducive to performance improvement—thereby providing the very best candidates for an organization to invest time, money and energy in recruiting/retaining/developing personnel for those roles. ]]> Thu, 06 Mar 2014 16:37:51 GMT /slideshow/robbins-gioia-talent-management-webinar/32010815 cathycecere9@slideshare.net(cathycecere9) Rock stars, Ninjas, and Gurus—you support your best people, but are your best people supporting your strategy? Learn to link your corporate strategy to your investment in talent cathycecere9 Managers intuitively believe that investing in people is a key way (perhaps the best way) to develop their organizational capabilities for the long term. But, how do we know that we are investing in the right people? Should we be investing in people at all, or could we instead derive more value from investing in particular roles within an organization that provide the unique fabric of differentiated value that defines a high performing organization? This presentation begins by discussing the strategy mapping approach outlined by Kaplan and Norton [1]and focuses specifically on a customer-focused value delivered by a company as the core of its business model. Building from this we will discuss applying a portfolio approach to talent management [2]by categorizing the various roles in a company and scoring those roles on three categories: contribution to the customer-focused value chain, uniqueness to the organization and variability in performance. Using this portfolio approach allows us to identify the key roles in an organization that provide high value to clients, are genuinely unique to the company and are most conducive to performance improvement—thereby providing the very best candidates for an organization to invest time, money and energy in recruiting/retaining/developing personnel for those roles. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/robbinsgioiatalentmanagementwebinar-140306163751-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Managers intuitively believe that investing in people is a key way (perhaps the best way) to develop their organizational capabilities for the long term. But, how do we know that we are investing in the right people? Should we be investing in people at all, or could we instead derive more value from investing in particular roles within an organization that provide the unique fabric of differentiated value that defines a high performing organization? This presentation begins by discussing the strategy mapping approach outlined by Kaplan and Norton [1]and focuses specifically on a customer-focused value delivered by a company as the core of its business model. Building from this we will discuss applying a portfolio approach to talent management [2]by categorizing the various roles in a company and scoring those roles on three categories: contribution to the customer-focused value chain, uniqueness to the organization and variability in performance. Using this portfolio approach allows us to identify the key roles in an organization that provide high value to clients, are genuinely unique to the company and are most conducive to performance improvement—thereby providing the very best candidates for an organization to invest time, money and energy in recruiting/retaining/developing personnel for those roles.

Rock stars, Ninjas, and Gurus—you support your best people, but are your best people supporting your strategy? Learn to link your corporate strategy to your investment in talent from Cathy Cecere

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0 Social BA March /cathycecere9/social-ba-march socialbapresentationmarch-140305184033-phpapp01
Social BA]]>
Social BA]]> Wed, 05 Mar 2014 18:40:33 GMT /cathycecere9/social-ba-march cathycecere9@slideshare.net(cathycecere9) Social BA March cathycecere9 Social BA <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/socialbapresentationmarch-140305184033-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Social BA

Social BA March from Cathy Cecere

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0 https://cdn.slidesharecdn.com/profile-photo-cathycecere9-48x48.jpg?cb=1523345628 https://cdn.slidesharecdn.com/ss_thumbnails/justpickavendorandgoohno-160429135608-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/just-pick-a-vendor-and-go-oh-no/61504302 Just Pick a Vendor and... https://cdn.slidesharecdn.com/ss_thumbnails/pmbafrenemieswithrgtemplate-150413084635-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/pm-ba-frenemies-with-rg-template/46936497 Project Managers and B... https://cdn.slidesharecdn.com/ss_thumbnails/itfma-pittsburghpaapril13-172015sears-150408101833-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/itfma-pittsburgh-pa-april-13-17-2015-sears/46774588 Debits Are Toward the ...