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1900 items found

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Capella Unveils Competency Map

The online university’s innovative visual dashboard is designed to help students align their learning with employer needs by focusing on specific performance expectations and demonstrating career-relevant competencies.

Capital Cost Depreciation: Agile Wins Over Waterfall

by Kevin Aguanno, CSPM (IPMA-B), Cert.APM, PMP, PMI-ACP, CSM, CSP, FPMAC, FAPM

Waterfall projects are “done” at the end, and it is easy to determine when benefits realization begins; however, on agile projects, deliverables are produced in a phased approach, and benefits realization may begin at many points along the project lifecycle. Which brings us to the question at hand: For agile projects, when can we start deducting/amortizing capital expenses?

Capital Program Management in the Food and Beverage Industry

by Bernard Fonseca, PMP

Capital program management is an effective method for managing engineering improvements in a facility. Too often, project engineers are managing projects on a short-term basis in a “firefighting” mode. A strategic capital management program provides the foundation for good project execution, improved plant infrastructure, cost savings, enhanced quality, and meeting customer deliverables.

Capture Value Through Agility

by ProjectsatWork.com

A new report from Project Management Institute highlights six foundational practices for establishing an Agile culture, including rapid response to opportunities, shorter review-decision cycles, elimination of organizational silos, alignment of capabilities to strategy, a focus on change management, and integration of the customer’s voice.

Capturing and Leveraging Historical Information

by Dan Marshall

The benefit of collecting and leveraging historical information is that we can achieve continuous improvement in our project management practices. The problem is that this information is rarely formally collected and even less frequently leveraged. This article discusses the criteria for selecting a best possible solution and presents one good simple solution that the author has used.

Capturing Project Requirements and Knowledge

PREMIUM white paper
by Gregory Githens

[This Article Provided Courtesy of PMI]

Projects don't fail at the end, they fail at the beginning. Thinking strategically and leveraging requirements help you begin as well as you hope to end.

Capturing Risks Accurately

by Kenneth Darter, PMP

In order to keep a project on track and on schedule, the project manager must make sure risks are managed effectively--and that begins by capturing them accurately. The following reminders help give you a framework for capturing risks.

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