Eliminating and driving down costs have long been second nature for many IT organizations. In challenging economic times, even further cutting of IT costs is a requirement for the survival of many organizations. Whether in the midst of an economic downturn or upturn, effective cost management is critical as IT costs can be a significant portion of an organizations overhead cost structure and can even impact an organizations competitive position. A Practical Guide to Reducing IT Costs provides a toolkit of innovative ideas to assess and reduce costs in an IT organization. It outlines a compilation of practical advice based on interviews and comments from more than 60 CIO’s and IT leaders, and it includes many other proven ideas that if implemented will successfully reduce IT costs.
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Do you understand the value of planning and training? This White Paper uncovers the different approaches to each stage of the PM software implementation process by telling the stories of two organizations who chose different paths.
A Team of Leaders: Empowering Every Member to Take Ownership, Demonstrate Initiative, and Deliver Results
Workplace teams are supposed to harness employees' talents to tackle challenges. But the reality often falls short. Now imagine having a team where everyone steps up and performs all of the leadership tasks. Imagine a team that is constantly sharing knowledge and pushing the envelope--one that does long-term planning and produces outstanding performance. A Team of Leaders shows readers how to design systems that nurture the leadership potential of every employee--the key to creating high-performance teams. The book's proven principles and techniques include: the five-stage Team Development Model that maps the transition from traditional to self-directed teams; best practices in team process design; a Team Value Creation Tool that allows members to appreciate the significance of what they contribute each day; visual management; and more! Filled with real-world examples, this fresh approach transforms passive groups of disparate people into effective teams of leaders--workplace teams that work!
Acceptance of risk involves recognition that the risk is a factor, and that the project team is not actively changing its approach to the project to respond to it. Acceptance is not the same as ignoring the risk, however. Contingency plans should be put in place to be able to respond to the risk should it occur.
How do we begin with the acceptance criteria-driven development(ACDD) approach? There is no separate agile event or artifact required to adopt this process. The events we have been following for agile practices are enough. Following are the activities to be performed in agile events to get started.
Acceptance Test Driven Development (ATDD) is a practice in which the whole team collaboratively discusses acceptance criteria, with examples, and then distills them into a set of concrete acceptance tests before development begins.
Accountability is an individual's requirement to accept the consequences, both positive and negative, for activities and actions. Often, an individual in a leadership position is held accountable for actions taken by subordinate team members.
This best-selling study guide provides busy project managers with a brief, yet proven comprehensive self-study program for successfully passing the Project Management Professional (PMP®) Certification Exam on the first attempt, while cutting study time in half. Readers will have free web-based access to over 1,300 questions including hundreds of situational questions, enabling users to perform practice tests by simulating actual 200-question exams and arrange questions by knowledge area.
It's a common misconception that agile development methodology is a no-documentation, little-planning and gun-ho-developers-on-the-loose Google style of project management compared to the traditional Waterfall methodology.
An action Item is work that is a follow-on activity, usually to a meeting. It is often an action arising out of the conversation, but not core to accomplishing meeting objectives. A project manager will formally schedule an action item to ensure the necessary activity is noted and assigned, but scheduled to be completed later so as not to derail the meeting.