By developing a strong understanding of cloud computing, PMs can be better equipped to lead their teams and deliver successful projects. But where do you start learning cloud skills—or at least get some level of cloud computing awareness?
What’s the biggest barrier to artificial intelligence improving project management? AI has the potential to have a very big impact on our craft—but a lot of organizations aren't in a position to effectively harness it due to one fundamental problem.
IT systems are vulnerable to various disruptions that can materially damage a company's operations. It is imperative for businesses to take proactive measures to prevent these disruptions from occurring. These reminders can help.
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Risk, cybersecurity, artificial intelligence, the Internet of Things—as technology transforms project management, PM professionals are either ahead of the game, or falling behind. Stay current and competitive with the 2017 PMI Information Systems & Technology Symposium. Exclusive to PMI members, this free, virtual event delivers a full day of intelligence on innovation and its impact on your PM career. • Gain insight into the tech-driven trends disrupting our industry, without leaving your desk • Network with the PMI global community while developing the skills organizations are looking for today—and tomorrow • Earn 6 PDUs • Get actionable intelligence you will not find anywhere else, tailored specifically for project and program managers Register today— Here are more details on sessions and speakers.
Overwhelmed by how technology is transforming project management? Looking to increase your productivity and learn new tech tools but don't know where to begin? No matter what your focus—medical, manufacturing, product design or otherwise—this virtual day of learning will deliver years of enduring value, with exclusive insights on how project managers are using new technologies.
In recent years, data-driven approaches are outperforming old-school gut instinct and determination, and for good reason. This webinar is about effective ways to apply a data-driven approach to project trend identification and analysis.
Managing a software development team is a unique endeavor that sets it apart from other disciplines within management. The field of software development is inherently centered around human collaboration, while simultaneously demanding technical expertise and adherence to rigorous processes. As a result, a software development manager must possess a comprehensive understanding of the diverse aspects involved in managing both the development process itself and the team executing it. Whether you aspire to directly manage a software development team or assume the role of a Project Manager overseeing a software project, a solid grasp of software development management is imperative for consistent and repeatable success. Familiarizing yourself with the terminology, psychological dynamics, and intrinsic workings of software development management is crucial. Additionally, it is highly likely that you will collaborate closely with a software development manager to effectively plan, execute, control, and monitor your project.
This PM Network interview offers some perspective from a chief data officer, including balancing the need to remediate the legacy landscape with building future capabilities for growth: https://www.pr ...
McDonald's $155 million Digital Acceleration initiative was a PMI Project of the Year finalist: https://www.projectmanagement.com/articles/565563/2018-PMI-Project-of-the-Year-Finalist--McDonalds-Custo ...
A chief of IT services shared her thoughts on determining project delivery approaches, managing stakeholders and more in this PM Network interview: https://www.projectmanagement.com/articles/565565/PM ...
This project charter includes sections for allocating phase owners and tasks; timelines; budget/resource allocation; and cost estimation. Adapt it to fit your project.
This transition plan provides the resources supporting production the required information they will need to support the solution when deployed into the production environment. This documentation will provide the operational support resources the detail to facilitate the following: monitor and support in production and minimize outages and their negative affect on the business; obtain role-specific education; triage, troubleshoot and resolve an incident.
The Project Canvas framework, which covers the basic principles and fundamentals of projects that everyone should know, is practical and easy to implement. It is a proven tool that will assist you in leading projects more successfully and in making your dreams a reality.
Use this Go/No Go production readiness checklist to assess if your organization is prepared to deploy an application. This spreadsheet aims for a composite or holistic view between the business and technical aspects of an application deployment. There are 36 questions in nine categories to respond "yes" or "no" to, with self-adjustable weighting and a final score.
Test-driven development is an important part of ensuring that software can be effectively evaluated before it is deployed to embedded systems. Program managers must be prepared to accommodate additional test time—and champion the creation and maintenance of custom test platforms and tools.
Many organizations are migrating their data center infrastructure to the cloud. And given the ubiquitous nature of cloud computing, they like the idea of hiring people who have some idea of what it is. For PM professionals, training or even a certification in cloud computing can be a rewarding career path.
When digital transformation has been fully implemented, what happens to our IT departments? You might not like the answer.
A simple tool can be applied by any individual, team, organization or country. The framework, which covers the basic principles and fundamentals of projects that everyone should know, is practical and easy to implement—a proven tool that will assist you in leading projects more successfully and in making your dreams a reality.
Modern software development can always be in the moment, developing the best possible software for today. But is that good enough to succeed? Continuous delivery is going to gain traction and become an important part of how projects get delivered—but it only helps if it delivers business value.
When project management and corporate governance join forces, organizations can boost efficiency and maximize growth opportunities. A fully engaged IT project management office will assist senior managers in the prioritization of the best ROI and strategic projects and make certain that IT projects deliver what’s expected.
Project leaders need to know where to focus their attention and teams at all times or they risk higher costs, missed deadlines and unhappy stakeholders. Ruthless prioritization keeps the things that would be nice to do from getting in the way of the work that matters most.
In most IT circles, the mere suggestion of marrying agile and waterfall application development models into a seamless hybrid would be scoffed at. But there is merit to the concept.
Given the strength and wide adoption of the COBIT framework, can it be adapted and modified to address sustainability issues in IT-based projects?
For 2019, the expectation of the CEO and their leadership team will be that the CIO demonstrates decisive leadership, momentum and innovation that drive value to both the top and bottom lines.
Many organizations began their PMO journey in IT, but the traditional IT PMO is changing significantly. What does that mean for those PMOs, for IT and for organizations as a whole?
In the quest of software excellence, IT organizations try various approaches across different phases of an application's lifecycle. However, two areas that are often neglected are requirements management and testing.
What are some of the fundamental building blocks required in software projects? Things that can help position teams to adapt to changes quickly (including implementing the latest tech trends) and ultimately add value to business?
Security foundations for a project should be strongly laid in the initiation phase, preferably when the project charter is created and signed to document all possible risks, threat vectors and security loopholes, and should include conceivable remediation measures. Internal, external and technology-related risk are examined in alignment with project management processes.
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