Do project managers need to think beyond their current project boundary? Do we need to have foresight? What do we lose if we don’t have it? When it comes to development projects, this author shares how we can look beyond success of the current project for something even more meaningful.
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In a typical software development project, gathering and managing requirements is a common process. But what about IT infrastructure projects? Do they have specific requirements beyond the architecture diagram? Here are five lessons learned from an infrastructure project that struggled with missed requirements.
Collaboration inside the Department of Defense is critical to program success, especially for enterprise-wide applications. DoD program managers face challenges unique to the DoD, including culture, organization dynamics and an abundance of complex statutory and regulatory requirements. Methods explored in this paper can assist the program management office (PMO) in achieving needed collaboration, and putting these in place at inception increases effectiveness.
For PMs working in IT application development projects, which resource is the most important (other than people, of course)? For many it is a Technical Quality Assurance model that supports highly repeatable test cycles.
The best way to plan a project is to deconstruct it. One PM has been using a handy model to clearly outline the types of work that need to be done by both IT and the business in order to activate most SaaS packages. Key an eye on these six subtleties when deploying packaged vendor solutions.
Organizations that over-emphasize expediency can set themselves up for long-term losses. This article addresses strategies for taking a balanced approach--specifically, maintaining development capacity, maintaining code asset value and flexible tool selection.
Trends on the horizon point to a renewed focus on the alignment of IT operations and strategic business goals. In addition, competition in all markets will continue to place pressure on both optimization and innovation. Savvy professionals can stay ahead of the curve by keeping the following project management trend predictions in mind.
Custom software development is notoriously difficult to estimate. We start with vague ideas of what we want, expecting to fill in the details later. We’re usually doing something a little different than what we’ve done before, or completely different. How can we act more productively?
The waterfall methodology for projects is aptly named, because it is equally painful to try to go back to prior phases of a project once the effort has advanced to the next phase. This article will outline two reasons to avoid waterfall, and three ways to approach software projects that are more useful.