A recently published study says that the IT outsourcing landscape is changing in surprising ways.
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Everyone is quick to damn corporations for outsourcing jobs overseas. Without a doubt, many people in IT and other segments of the economy are concerned about the flow of jobs overseas. What's interesting is that they overlook the causality associated with this movement.
When a project team’s innovative solution to achieve its time-compressed goals was rejected by the sponsor, widespread resentment followed, a good project manager resigned, and the initiative faltered. Whether or not the idea would have worked, when leaders routinely stifle creativity the consequences can be dire and far-reaching.
Technology has brought tremendous advances in how we manage our projects, but in some areas it can hinder us. One area is communication, which has become increasingly a virtual activity. In pursuit of ease and volume, the quality of interactions is devalued, putting projects at greater risk.
Rigidity, late-blooming requirements conflicts, triangular relationships and simple geography conspired to deliver half of what a major technology project promised. On this effort, it seemed, you could change everything but the way the team worked.
In a drastic departure from a project management approach heavy on control and prediction, Salesforce.com rolled out an in-house Agile development methodology in just three months. From resistance to breakthroughs, here's a look at how they did it, with some lessons that other organizations can apply to their own transformation initiatives.
Working closely with Bell Canada business units to deliver a complete communication network at the 2010 Winter Olympics, project manager Richard Brodowski established an “enabling, not inhibiting” approach that allowed his team to quickly learn from mistakes and make decision at the ground level, continuously moving the project forward.
Olympic-sized projects mean more potential communication problems with stakeholders who control workers in your project. Adopting a combination of routine and targeted tactics can keep the project humming.
Project and program management within the U.S. federal government recently took a major step forward as the U.S. Office Management and Budget (OMB) issued the initial implementation guidance for the Program Management Improvement and Accountability Act of 2015 (PMIAA).
Faced with mounting confusion on hundreds of projects, Chicago's Public Building Commission built a portal to connect disparate systems and provide a unified view into projects. The framework's alert module encouraged rapid problem solving and increased attention to detail, resulting in improved execution and savings.