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Upcoming Webinars

Waterfall or Tsunami?

Nov 1, 2016 1:00 PM EDT (UTC-4)
PREMIUM webinar

The debate over Waterfall and Agile is the wrong debate. Is project management ready for the Tsunami?

On-demand Webinars

Let's Talk About Resilient and Tested Business Continuity Planning

by Muhammad Aslam Mirza
September 29, 2016 | 57:33 | Views: 1,353 | PDUs: 1.00 | Rating: 5.21 / 7

The challenges are increasing for the continuity of business in the present time and in the future. It requires development of a conscientious plan to follow not only to build organizational competence coupled with changing environmental demands, but also to enhance capability to move in the desired strategic direction.

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Save Time With Tools And Templates

Waterfall or Tsunami?

Nov 1, 2016 1:00 PM EDT (UTC-4)
PREMIUM webinar

The debate over Waterfall and Agile is the wrong debate. Is project management ready for the Tsunami?

How to Handle Project Politics

Oct 27, 2016 12:00 PM EDT (UTC-4)
PREMIUM webinar

Sad but true, most projects are set within a political culture that is hard to decode, and even harder to manage. This webinar will consider the psychological dynamics in play while also sharing practical ways that you can learn more about the politics and begin to manage them more effectively without betraying your sense of integrity.

Let's Talk About Resilient and Tested Business Continuity Planning

Sep 29, 2016 12:00 PM EDT (UTC-4)
PREMIUM webinar

The challenges are increasing for the continuity of business in the present time and in the future. It requires development of a conscientious plan to follow not only to build organizational competence coupled with changing environmental demands, but also to enhance capability to move in the desired strategic direction.

Introduction to PL/SQL

PREMIUM presentation

If you want to extend your SQL capabilities with Oracle's PL/SQL option, this is a good place to get a solid footing.

Controlling the Software Development Process Checklist


Use this checklist to evaluate your organization's mechanisms for identifying problems in the software development process, correcting development process deficiencies and preventing the recurrence of project problems brought on by development process deficiencies.

Learn From Others

Deep Dive Models in Agile (Part 4): Business Data Diagram

by Candase Hokanson

This series provides valuable information for the product owner community to use additional good practices in their projects. In each installment in this series, we take one of the most commonly used visual models in agile and explain how to create one and how to use one to help build, groom or elaborate your agile backlog. This installment looks at business data diagrams.

Big Data & Data Analytics: What's in Store?

by Michael Wood

Despite the poor success rates reported in 2015 in using Big Data and data analytics, it appears that for 2016 and beyond, they are on their way to being a massive market. What are your organization’s plans for pursuing these initiatives?

Demystifying Software Project Estimations Using Function Points

by Saurabh Saxena

In the world of IT, each project comes with a different set of expectations and requirements that make everyone nervous about estimating cost, time and level of effort. Estimations based on a mature estimation model (function points) are more likely to be successful than projects that are estimated ad hoc, based on expert judgment alone. Function points translate all project functionalities into equivalent efforts. Combined with a well-defined process, they serve as a powerful tool for accurate estimations.

Big Data Projects: Strategic Disruption or Storm in a Teacup?

by Jiwat Ram

Stories of many failed Big Data projects have cast doubts on their strategic necessity and value. This raises the question of whether Big Data analytics and the associated technologies are a strategic disruption for organizational productivity, or just another hyped-up pretender of business value—a storm in a business teacup?

Topic Teasers Vol. 83: Does This Metric Make Me Look Fat?

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: Ah, the dreaded new boss! This organization works through other vendors to deliver our international training services. My team reviews them for longevity, education and certification of instructors, stability of organizational structure, quality and content of their materials, publicity and webpage honesty, and similar traits found in a high-value partner. The new boss has no background or understanding of our industry or training in general, and immediately wants to impose strict metrics to evaluate my team and me. This doesn’t seem like a good idea. Am I missing something?
A. Metrics or concrete, short-term data about the performance of each person working for an organization are crucial to make sure that team members are not slacking off and occupying a position someone else could use to bring the company more value.
B. The new boss is trying to make his or her mark by introducing the new metrics to have something concrete to show. These statistics will prove to not be a good idea over time, so let the organization figure it out for itself. Collecting them is the equivalent of the lion’s roar to mark this territory to all within earshot.
C. Only people who are fearful of what the data will show will object to having it collected, formed into charts and submitted to management. In fact, since you know what is being gathered you can change your daily performance to be sure you look good in these new metrics regardless of whether or not it is the best use of your time.
D. An organization should look at the need for and value received from any metrics gathered and used. Unless they are collecting data that is meaningful and will lead to better results, they are a waste of company time and resources, may be misleading and may be discouraging for the team.
Pick your answer then Test Your Knowledge!

Topic Teasers Vol. 81: Knowledge Management

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: There is good news and bad news! I have been asked to head the largest project of my career—that’s the good part. The bad part—it’s about knowledge management. Of course I know in general terms what that means, but somehow with the budget and size of the team I’ve been assigned, I think they are expecting a much broader scope that I may have anticipated. How can I get a quick update of the latest version of the extent of this generic term?
A. This can mean many different things within an organization. Update yourself with some quick reading, then check with the project sponsor or business analyst to make sure you aren’t including or leaving anything out of the scope that management is expecting.
B. Ask your team to see if any of them have encountered this term in past jobs or in a user group setting. Don’t be afraid to let them fill you in on what this means in today’s terms, especially if they are young.
C. Check at your local community college or with national training vendors to see if they have a two-day class on this topic. If a project manager like you has questions, there must be many other people in your area who need the same information.
D. Ask the Project Management Office (PMO) in your organization to have the training department conduct a training session for you and your team so that everyone has the same information. In that way you can learn about it yourself without having to expose your current lack of knowledge.
Pick your answer then Test Your Knowledge!

How to Improve Risk Management with Big Data Analytics

by Bruce Harpham

We have risk registers, risk workshops and other options. Yet many projects are still derailed by risks that result in delays, loss and public criticism. Big Data—a term that took off in the 2000s—is part of the answer.

Intelligent Project Management: Adopting a 'Program Mindset'

by Nic Horn, Mark Seymour

Establishing a “program approach” allows leadership to control performance across multiple projects to achieve maximum efficiency and ensure alignment to strategic goals. The “Intelligent Project Management” model (iPM) provides a fully integrated approach utilizing smart controls, greater visibility of performance data and ensuring people have the right capabilities to support delivery.

Developing a Good Analytics Governance Framework

by Sangram Bhaskar Aglave

The objective of governance is benefits realization, risk optimization and resource optimization. A good governance framework can help a performing organization develop a more holistic approach toward analytics.

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Recent Questions

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If a woman has to choose between catching a fly ball and saving an infant's life, she will choose to save the infant's life without even considering if there is a man on base.

- Dave Barry

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