In her book How To Cheat at IT Project Management, author Susan Snedaker synthesized fundamental concepts of project management, from managing scope and assessing risks to communicating with teams and sponsors. Here, she answers some frequently asked questions on how to implement these concepts in the business world.
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Project leadership takes guts. Face it, you take on some of the most complex assignments and are responsible for large budgets, resources and operational impacts. The steps outlined in this article will enable you to tap into your leadership potential, engage your teams and utilize proven techniques for successful project outcomes.
Maturity models and assessments may help an organization peg its current project management capabilities, but the information is only of use if executive management supports a course of action to go from where the company is to where it wants to be, step by step.
A journey through gantthead's departments has yielded a large amount of knowledge management lessons.
Current events are leading to ever more calls for the development of agile business environments. But if agile is going to help businesses that have not yet embraced its benefits, then the focus needs to be somewhere else. It needs to be on changing the minds of business leaders.
We can’t schedule innovation, but we can schedule and fund discovery—an essential part of building products that matter. How do we make the case for discovery as the true path to innovation? Make it tangible and frame it in non-specialist language.
Who needs project success? It's overrated, if you ask us. Face it: Your project is a waste of time and energy and was doomed from the start, so best to cut your losses and make sure you save face. Here then is a methodology for failure--10 ways to manage a project to failure while maintaining your career and reputation.
Do all our tools and training really enable us to create predictive baseline projections?
The Top 10 things overheard on a failing software project — or 10 sure signs of impending project disaster.
You Don't Have to Settle for Virtual Performance from Virtual Teams -- If You ACTIVATE Them Properlyby
Without specialized knowledge of virtual team characteristics, you will likely make some incorrect assumptions about their management. The surprising truth is that virtual teams perform better than face-to-face teams in many situations. Here are the proper techniques for activating a virtual team.