This article highlights the risks and challenges faced by a master system integrator (MSI) during integration projects. It provides a guideline to practitioners for the initial stages of the project.
We have all heard of Lean and Six Sigma, but what about blending the two approaches into a complementary systemic approach to excellence. This presentation will talk about the evolution of process improvement from both lean and six sigma perspective and how the methods complement each other in healthcare and service industries. Case studies from 2 organizations will be presented that successfully deployed Lean Sigma thinking.
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This webinar reveals practical concrete steps you can take to begin incorporating time-tested Agile practices that will help your team move the needle. Waterfall teams can adapt key Agile practices to improve agility without undergoing a full Agile transformation, enabling them to stay Waterfall or even adopt a hybrid Agile/Waterfall approach. You will leave with the knowledge and skills to begin adapting key Agile practices and taking your first steps toward Agile transformation.
Underperformance is a common threat to megaproject managers and the track record of cost and time overruns in these projects is well documented. While front end planning is important, not all events and scenarios can be foreseen when the project can take several years to complete and may involve many companies and stakeholders. In our research we find that the capacity to adapt to this uncertainty during the life of the project is crucial for megaproject performance but it is often overlooked as a capability.
Save Time With Tools + Templates
Behind every successful project is a rock-solid, detailed project plan. This template defines every aspect of your project. The final product can be used to make what you are doing clear to all project stakeholders.
There is a lot riding on your project's work breakdown structure. Use this worksheet to help you plan the WBS smarter and better.
This document is a checklist for assessment of whether a project plan meets an acceptable standard. This standard will vary from company to company, so feel free to tailor this form accordingly to meet your needs.
Remember the last project management basics course you attended? The instructor probably talked about the importance of the project plan and that by doing "proper" planning on your project the project will be successful. The plan becomes the silver bullet and if you manage to it, the project will be fine. While great in theory, there are many of us who are finding the traditional approach to project management just simply does not work for us anymore on some of our more dynamic projects. Our projects seem to be in constant flux, always changing, often requiring frequent changes in direction as the end goal of the project is moved, our stakeholders change and we are required to shift our project management approach. The notion of "on-time, on-buget, on-scope" seems to be more of a myth than reality and the idea of being able to plan the whole project at the beginning and sticking close to our project plan is long dead. Join us in our next Change HEADWAY webinar where will be examining the concept of extreme project management and exploring some of the opportunities this project management approach presents and the pitfalls we should avoid.
While there are some subtle differences in closing a project with a party or a wake, a carefully defined checklist will help with either ending to the project. This checklist should be defined early on in the project and communicated to everyone who will have input into the checklist at the end of the project.
Learn From Others
Failure to learn from mistakes--and from each other--can cost organizations dearly. Learning and adapting are hallmarks of good project management and of functioning organizations. Making mistakes is not a problem--it's how we learn.
A few recent events have left this project manager feeling very positive about PMOs--and that’s something that hasn’t happened in quite some time. While we can't yet proclaim PMOs as saviors of organizations, they are now on the journey to success.
Although project managers are often called upon to begin a project immediately, it is important to stop and think critically about the project before getting started. By integrating relevant knowledge before beginning a project you can save time during execution and will have a more complete view to help develop adequate and necessary structure, tools, techniques and guidance to ensure project and organizational success.
Randy Iliff presented the 3 Secrets to Successfully Managing Product Development Programs webinar to the ProjectManagement.com community and provided three secrets to successfully manage product development programs. Randy provided a wealth of information in his presentation. We were not able to get to all of the questions during the live session, but we have included them here.
Application integration is the process of exchanging data between two or more business/application systems. Integration between software applications presents a unique set of challenges. The author describes seven best practices that can be applied to any integration effort, large or small, to improve delivery results.
Why did PMI make Project Integration Management the first knowledge area instead of the last? Doesn’t integration happen when everything else is complete? Read on while we continue our series that shows why getting in physical shape is much like getting ready to write the PMP/CAPM exam...
Using continuous testing, one can immediately detect problems in code — before it’s too late and problems spread. Using a clever combination of tests, tools, and techniques you can tell right away when there’s a problem and it’s easiest to fix. The author uses a case study to illustrate the benefits of continuous integration (CI) and how it leads to better quality control (QC) and quality assurance (QA).
The project manager needs to make sure that integration management is not skipped while all of the other project work is going on. When thinking about how you are going to integrate everything together, the following themes are important to keep 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?
Requirements cannot stand alone. So why do we so often fail to acknowledge that connection to other project elements...and what is the consequence of that failure?
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