The growing Project Economy will lead to certain expectations of project teams—and there are things you can do to make sure your team lives up to them. Here are two tactics to use during a project to increase chances of success.
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The way we work today is increasingly being shaped by artificial intelligence (AI) and machine learning. To keep up, we need to understand these technologies holistically—where they add value, and where they fall short.
Parlor games aside, these are important questions to consider. The line between employee and independent contractor may seem almost meaningless, but it's a big distinction to the almighty tax man.
As part of our ongoing series of conversations with industry thought leaders, Primavera founder Joel Koppelman differentiates the sizzle from the substance of project management trends, defines how projects vary from one industry to another, describes what makes a good project manager, and dissects the art of the (software) deal.
ProjectManagement.com is 20 years old! To celebrate this milestone, we look back at 20 lessons our subject matter experts have shared over the last two decades—one for each year!
After the chaos of 2009, putting together a budget for 2010 is sure to be a challenge. Here are four important points to consider when planning for the unexpected.
So much for 2011 being the year of recovery. Next year should be much like the last. Some recent developments may impact your success as a CIO. What trends are likely to impact your organization from an IT perspective? What strategies and actions will yield the best outcomes for CIOs and their companies?
Securing buy-in from a lone stakeholder group can be difficult enough, but when Pacific Northwest National Laboratory (PNNL) (Richland, Washington, USA), launched a project, which was a 2012 PMI Project of the Year finalist, to move its facilities, it had to engage three high-profile government stakeholders and its own staff of scientists. This article discusses how the company moved a laboratory without disrupting its cutting-edge work for some high-profile government agencies.
Holding more than 220,000 aging and decaying weapons containing 7.4 million pounds (34 million kilograms) of VX, sarin and mustard gases, the Umatilla Chemical Agent Disposal Facility (Hermiston, OR, USA) could be a dangerous place. This article discusses how the project team at the Umatilla facility safely destroyed the stockpile by a disarmament treaty deadline of 29 April 2012. This effort, which received the PMI 2012 Project of the Year award, was accomplished with the help of engineering firm URS Corporation (Hermiston, OR, USA). The article details how the project team reduced the significant risks inherent to dealing with such volatile weapons and chemicals, especially the risks of sarin gas and VX nerve agent polluting the surrounding environment or a munitions fire scorching the landscape. It overviews how the safety aspects were addressed, noting that an Operational Readiness Review board was established to ensure the site had the systems and processes to safely process the weapons in compliance with regulations.
Barring another economic meltdown, 2014 might be the year that organizations choose to be bullish on the future--and that means more projects and more investments, many of which will have strong IT implications. In fact, 2014 may be the year legacy IT organizations can reinvent themselves.