We know, we know...you just want to sit down and eat. But before you do, we have one last lesson from The Sub Shop. How does it know that it's producing a product that meets your requirements? Is the sandwich being produced a quality sandwich? Is your experience a positive one? We can examine this through the quality control step in our quality management process.
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A majority of SAP users are implementing the IT Infrastructure Library framework, starting with incident management, but cultural issues remain an ongoing challenge.
Guess what, folks! It's much more involved than you had hoped. As Sarbanes-Oxley continues to snake its tendrils into processes you use, communications and training become more complicated.
Last year was clearly the year of Sarbanes-Oxley within IT. This year, Sarbanes-Oxley has moved from most important on the IT agenda to the biggest pain for IT professionals, moving the attention from creativity to bureaucracy.
Large scale COTS systems have spawned off multiple point-solutions within business groups. Requirements management for these satellite systems involves the resolution of a rather interesting paradox.
In Part 1, we outlined some considerations involved in managing requirements for satellite. In this concluding part, we will look at a few specific pointers that can lead to better requirements management in such engagements.
When there’s no time to lose, follow these four tactics to remain in your primary stakeholder’s good graces.
The future of your business depends on the security of its IT Assets. This overview will help you identify the FISH (facilities, information, software, hardware) in your organization and help you understand how best to protect those assets in case of natural disasters or pernicious intrusion.
Do C-level executives make arbitrary decisions to kill PMOs? Alarming as this idea may seem, many organizations nowadays are building up a track record in terminating the services of their PMOs right after kicking the tires.
On agile projects, different teams can have different definitions of effort when estimating work. It is one reason why velocity can vary greatly on teams whose productivity is similar. It is also why using a story point value of zero can prove helpful in planning. Here are three scenarios when the practice makes sense.