Project Management

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Accordions and Iron Bars

by Brooks Johnson

This article is about a critical attribute associated with the project schedule, which can help you in your planning activities as well as help others better understand one of the most basic yet significant of all project task attributes. That attribute is the ability of a task to flex and compress under the inevitable changes of the project.

SCADA Construction Challenges in a Desert Environment

by Saleh Al-Wadei

This article highlights some of the challenges experienced in implementing a Supervisory Control and Data Acquisition (SCADA) system in a desert environment. Some of the challenges of this large project were expected, while others were seen only during the start-up. Project managers need to be rigid in their project execution skills, but flexible enough to allow for creative thinking when problems arise. However, even the best of plans can be overwhelmed with real-world problems, requiring that a strong project manager come up with creative ideas for restructuring the plan quickly and efficiently.

Challenges and Tips with Communications in IT AMS Projects

by Guang De Wang

Communication plays a very important role in an Information Technology application management service project. To provide the quality of service to customers and meet the service level agreement, the project team needs to communicate every day with customers who may have different roles. To ensure the successful delivery of the project, the project manager need to master and keep the whole team informed of communication techniques for different scenarios.

Influencing Others to Use Project Management Practices

by Catherine Hodgins

Traditionally, project management processes and expertise in health care have rested in the areas of facilities management and development and/or Information Technology implementation. Although many of those in leadership roles within health care operations have spent a significant amount of time implementing new programs and introducing new equipment, for example, solid project management practices have not been known and/or utilized in areas other than facilities and IT.

Post-Conflict Capacity-Building Projects in a United Nations Environment

by Kashif Basheer Khan

The selection of projects and effective project management assumes a critical importance in the fast recovery of a nation that has recently come out of a war or war-like situation. Describes and gives examples of projects in the immediate post-conflict phase classified as quick impact projects (QIPs) or winning heart and mind projects (WHAMs); projects in the medium-stabilization phase to take baby steps toward self reliance and inhibit the chances of re-ignition of hostilities; and long-term capacity building projects geared toward achieving long-term stability.

Enterprise Project Management

by Amulya Gurtu

The definitions and the roles of the project management office (PMO) today are very diverse, and it is therefore important to examine and understand the evolving role of the PMO in a dynamic global business environment. The role of enterprise PMO is as important as any other corporate function, equivalent to other corporate functions such as strategic planning, finance, or audit. In addition, an organization can maximize the value of project management by standardizing the practices and consolidating the initiatives across the enterprise.

Organizational Culture and Its Effects on Project Management

by Sunil Raikhanghar

Organizational culture is made up of the attitudes, values, beliefs, and behaviors of its employees and underlying assumptions. If an organization’s culture is not supportive of project management, project management tends to be viewed as an additional burden and interference to the daily work. If there is no effective project management office and no standard processes, procedures, measurement, and organization culture across projects, projects will operate differently from one project to the next as well as from one department to the next. Project culture within an organization can essentially can make or break the projects undertaken by that organization.

Impact of Revenue Recognition Methods in Project Cost Control Through Earned Value

by Francisco-Javier RodrĂ­guez

One of the inputs earned value management (EVM) uses to obtain an indicator about the cost performance of projects is the cost incurred by the project until a certain date. Typically, such information is provided by finance departments. This paper reviews the different methods used by finance departments to calculate and measure the incurred costs in projects, and how these methods may impact the way the project manager applies the EVM to measure, control, and track the status of his or her project.

Assessment and Priortization of Strategic Initiatives/Projects Using an Innovative Portfolio Management Software Solution

by Fernando Arce, Joseph Bitran

Assessment and prioritization of competing strategic and operational projects are daunting tasks, particularly in view to their impact on the availability and performance of the enterprise's critical information systems and information technology infrastructures. This paper provides an overview of a strategic portfolio management software solution. Implemented at a major international bank as an innovative assessment and prioritization approach, this solution represents the critical success factors that apply to all projects and the performance standards and assessment rules expected by the stakeholders. The outcome of this experience is discussed and samples from the actual outputs are presented.

IT Project Management: Ten Rules for Enhancing the Human Element

by Kevin McGaffey, Rob Beckmann

In this article, we step back to take a look at our combined 56 years of experience in IT delivering hundreds of projects, and we assess and determine the lessons learned working in large complex IT organizations as employees, service providers, consultants, and trusted advisors to leading North American companies. We believe that there are patterns to successful performance by individuals and teams in projects, and would like to present ten rules for enhancing the "human element" of the IT team.


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