Project Management

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563 items found

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The Project Status Blog

by Michael Staples

Of the many things that contribute to a project's success, few offer as much leverage as effective communication. Those of us who serve in project management roles are always looking for better ways to communicate, including the timely distribution of project status reports. This article focuses on the use of a blog to serve as the primary means of quickly disseminating project status. Unlike its web counterpart, the project status blog can and should have many authors, each reporting status for a specific portion of the project.

Understanding Project Stakeholder Behavior: The ADTraD Model and the Change Wave

by Neil Berman

Although one project differs from the next, a constant factor in each is that change is challenging for stakeholders, and it is crucial for us to understand how they will handle the journey. This paper will present the four stakeholder groups that are present in any project: activators, drivers, travelers, and dissenters, their different motivations and their behaviors and levels of positive engagement during a project.

Effort Estimation: Significance and Design-Framework in Today’s IT Business Context

by Sarabjeet Singh Arora

Typically, effort estimates are overly optimistic, and there tends to be a good deal of over-confidence regarding their accuracy. Today, customers are more interested in knowing all of the pricing factors and pricing influencers in any service deal; effort estimation (being a direct input to service price) becomes a vital success factor in today's competitive business environment.

Project Management: Not Just for Big Corporations

by Eri Swager

More and more large organizations are adopting project management these days. So, are small and medium businesses being left behind? Is project management simply not relevant to these organizations? The author has worked predominantly for small- and medium-sized organizations throughout her career, and most of the projects she has managed have been rather small. From her experience, she says that smaller organizations can certainly benefit from project management.

“Technology Trinity” for Project Managers: People, Process, and Technology

by Brandi Narvaez

When things go wrong in a project, project and program managers should ask themselves: Did I honor the technology trinity? There are three key components that should be honored in any technology project: people, processes, and technology. There is an art to evaluating the trinity, and project managers need to become more analytical and question and validate understandings, assumptions, and changes for all three components of the technology trinity.

Software Development with Agile Approach

by Rohit Sinha

Agile is no longer a buzz word, and the immediate returns are what is making it popular. The basic philosophy of the agile approach is to accommodate changes. This article briefly talks about agile methodology and its characteristics and provides details about managing software projects with agile practices.

Managing At-Risk Knowledge Adds Value

by Philipp Masefield, MA, HSG, PMP

This article presents a structured approach to managing the risk of losing critical knowledge due to resources becoming unavailable for the project. For key resources, the activities of this approach are ideally carried out even before the project is fully ramped up and before project risk management is fully underway. The four sequential processes-initiate, analyze and plan, execute, and close-ensure that the project's risk exposure to knowledge loss is effectively reduced in an efficient way.

Critical Success Factors for Global Project Communications

by Peter Leung

This paper focuses on communications in a global project management context where project stakeholders reside worldwide, and discusses three critical success factors for achieving successful global project communications: frequency, furthering, and format.

Business Intelligence Project Management 101: Managing BI Projects Within the PMI Process Group

by Carole Wittemann

Too many times, business intelligence (BI) and data warehousing project managers are ill-equipped to handle their roles in guiding a project to success. Often, the person slated to lead a project is either a technician who does not know the first thing about managing a project or a project manager who does not know the first thing about BI. This paper introduces business intelligence to the pure project manager and introduces project management concepts to the BI practitioner in the context of an example project.

Project Leadership: What Drives You to the Finish Line?

by Melvyn Lee

Leaders are not created from a ready-made mold. They are developed from the crucible of experience. True leaders are not merely organizational assets, they are a gift to others. Visionary leaders do not just view snapshots, they see the full picture. In short, effective leaders are discerning, observant, adaptive, and inspiring. In any project environment, project managers must take on a leadership mantle in order to survive, thrive, and overcome the challenging riddles of their projects.


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