Project Management
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430 items found

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Day-to-Day Ethics

by Bruce Garrod

As business professionals, a certain level of conduct is expected when dealing with high-profile issues that could perhaps involve legal or media exposure. But what about the more mundane, day-to-day issues? Do the same guiding principles apply?

D-Cube (Decisive Dynamic Development): Transparent, Feedback, Motivate, Reduce Waste

by Chandra R. Munagavalasa, PSM I, SSGB, PMI-ACP, PMP

Why do we need another agile approach when there are numerous variations that already exist in the market? Many popular agile approaches have strict rules and/or requirements. D-cube (Decisive Dynamic Development) is simple and highly flexible, and can be tailored to fit to your needs. D-cube emphasizes the need for motivated teams, transparency, stakeholder feedback, and the reduction of waste.

Dead and Hopefully Not Buried

by Mike Donoghue

Want to solve a mystery on your next project before it becomes a show-stopper? Make sure you’re a contributor to the next project post-mortem you’re a part of and don’t sit on you hands waiting for the clock to reach the hour.

Dead on Delivery: How A Successful Project Failed

by Jesse Wilkinson

There are those rare projects that move along perfectly; they achieve every milestone and are fully successful by every measure of cost, quality, timeliness, functionality, and usability. Yet, after delivery they wither into oblivion, unused and forgotten. A look at the rise and fall of just such a project can help identify the missing ingredients needed for real success.

Dead Reckoning

by David Schmaltz

First of all, a vision statement ain’t vision. It might enable vision, but mistaking the statement for the vision is a recipe for a common insanity, rather like mistaking the menu for the meal. Second, even the best vision statements do not satisfy everyone. But if they can elicit discussion, they’re doing their job.

Deadline: Yesterday?

by Brad Egeland

When missed task deadlines start to become a problem, it’s often due to one or more of four reasons. Examining these key possibilities can help get to the root of the problem--and get the project team back on track toward on-time delivery of critical project tasks.

Deadlines or Delusions

by Vincent McGevna

You’ve created the WBS, estimated the effort and identified the resources. But your schedule is not complete — or realistic — unless it reflects the entire project plan, including cost, risk and quality. Schedule-centered planning can help. Sure, there is always pressure to commit to dates right now — just be sure they’re not delusions.

Deadly Questions for The Killer Candidate

by Mark Mullaly, Ph.D., PMP

Job candidates know what you're going to ask them, so it's time to throw them a curveball and get some genuine insight into their strengths and weaknesses--and how well they will fit into your organization. (Job hunters, you better read this, too...)

Deadly Questions Redux: Resurrecting the Interview

by Mark Mullaly, Ph.D., PMP

Face it: A traditional interview is simply inadequate in helping to understand how someone communicates except in a formal interview situation. If you want to know how they perform in different environments, you're going to have to explore those environments.

Dealing with a Project in Trouble

by Kenneth Darter, PMP

Despite all of your best intentions, sometimes the project will be in trouble. If it is, it’s time to take a step back and learn how to deal with it. Here are some things to keep in mind as you try to stop seeing red.


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"Next week there can't be any crisis. My schedule is already full."

- Henry Kissinger