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.
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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.
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.
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 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.
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 Solutionby
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.
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.
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.
This article attempts to provide insight into some key business considerations for an SaaS provider to enable a successful transformation from a traditional on-premise model to the SaaS business model, and some key considerations for an SaaS consumer to identify the likely business domains to use an SaaS solution and enable a seamless integration with the existing on-premise applications.