Earned value (EV), also known as Budgeted Cost of Work Performed (BCWP), helps project managers measure a project's performance. It's the relationship between the budget and the percentage of completion of a project. It is a method used to calculate the health and status of any project by taking time and cost into consideration.
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Agile isn't just reserved for the IT industry anymore. In fact, more and more human resource professionals are recognizing the positive impact that taking an agile approach in the personnel office can have.
Success starts with being new. Have you ever felt nervous in new situations? Reluctant to introduce yourself? Afraid to ask questions? We all have. But if you let those worries stop you, you may miss out on real opportunity. Whether you're changing jobs, joining a group, or moving to a new city, putting yourself out there enriches life and brings rewards.
What to Do When You're New combines the author's research with that of leading scientists to explain why we are so uneasy in new situations-and how we can learn to become more confident and successful newcomers. With practice, anyone can get better at being new. This original book opens your eyes to the necessary skills and teaches you how to Overcome fears, Make great first impressions, Talk to strangers with ease, Get up to speed quickly, and Connect with people wherever you go. Blending stories and insights with simple techniques and exercises, this one-of-a-kind guide will get you out of your comfort zone and trying new things in no time.
The major consequence of requirements problems is rework--doing over something that you thought was already done. Preventing requirements errors and catching them early therefore has a huge leveraging effect on reducing rework.
Well, it does...but let's analyze Agile’s purported failures anyway.
Confusion still exists regarding the PM and BA roles in general. The industry works hard to clearly define these roles, but the real-life challenges of organizations make perfect alignment to industry role definitions impossible. And, more recently, agile roles have been added to the mix.
Culture and communication style are significant factors in outsourcing IT decisions.
Why don't agile and management get along? The reality is that "management" and "agile" are two different worlds.
The Agile Manifesto announces that "The best architectures, requirements, and designs emerge from self-organising teams." This raises a few questions.
What does it mean to be agile and do agile as a business unit? Can agile really be used for anything, in any industry?