If senior business and IT executives at your company do not understand the value of information, analytics and data warehouses, your company is at a significant strategic disadvantage.
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How does a business analysis process put together requirements with more accuracy and less mistakes? Large and small projects for both large and small organizations have challenges; however, there are a number of ways to keep them to a minimum.
NeedToMeet is a global provider of meeting scheduling software that allows individuals and businesses to find a time that works for everyone. The product streamlines the process of meeting administration, attendee polling, and scheduling.
It takes much more than consistent paperwork and status meetings to satisfy a demanding customer. You certainly have to deliver the basics — timely reports and revisions, updated schedules, revised issues and risks lists — but sometimes that’s just not enough.
Productivity companion for templating tasks and subtasks, data quality, analytics, team experiences and project management
Outward negativity on projects can create speed bumps toward successful project completion and can cause project failure, which is a risk no project manager can afford to take. This article discusses how to overcome negativity on projects before it gets out of control. In doing so, it examines the different approaches required when turning around a bad attitude with team members, stakeholders and sponsors. Specifically, it identifies four types of team members whose actions foster negative morale. It then identifies sources of stakeholder negativity and suggests how project managers can turn off-putting stakeholders into project allies. Next, the article suggests how project managers can handle negative executive sponsors or negative clients. Accompanying the article is a sidebar that identifies five common negative traits.
If requirements are essential to project success, figuring out whom all of our stakeholders are--and all that each of them expects--is a pretty fundamental factor for our projects being more effective.
Most IT companies are armed to the hilt with techniques to get the best deal for them, not for you. Don't be bullied. Here's how to take the lead in the negotiating dance.
Nothing about projects is as political as the estimates we create. Who actually determines what "on time” or “on budget” should be? How do we know what the right schedule or budget for a project should actually be?
While leadership is a process, it is a conditional, flexible and ambiguous one. Being an effective leader as a project manager is determined in part by our comfort level with ambiguity and our uncertainty, and our willingness to adopt and adapt given the situations that we face.