The three most dangerous words in project management: out of scope. When you're done screaming, read on to find out why that one simple term should be avoided like the plague.
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The post-implemenation review wants to understand whether the project delivered the value promised in a way that was socially and economically acceptable--and that the value was worth the effort. This article will explore each of the review's questions in detail--and the approaches required to help create a better PIR process.
How do you get PM just right? How do we find the balance in making project management work? What constitutes "enough" project management, and how do we make the call? What are we giving up when we compromise the approach we take, and at what cost?
Software is built on a variety of assumptions, and we need to understand what those assumptions are--and work around them in defining how we use the software. With so many options in the marketplace, how do you decide what’s good and what’s not? How do you navigate the promises of software vendors to know what you should be looking for, and how do you decide what will actually work for you?
There’s no patented formula for creating the right PM practice. But here are five steps that your organization can take to improve on what it has (or had) and hopefully rise from the ashes with something that will work better than the last iteration.
What is a PM to do when confronted with an organizational culture that places little emphasis on structured project management principles? In Part 2 of this series, we’ll examine a simpler approach for introducing structured PM techniques into an organization with one-page project plans.
As the paths of traditional and agile project management merge, there are some bumps and scrapes as the two groups come to terms with each other. This article explores the circumstances that ease integration.
Anxiety and strain on the job is normal, but in the process of using Scrum it is common to find product development groups and senior management going head to head. Here we look at some keys to its successful implementation.
In Part 1 of this two-part series, we introduced the agile engineering principles and practices that--when implemented--enable some teams and their respective organizations to quickly build high-quality software that pleases customers. In Part 2, we focus on the tools that support agile engineering and provide you with a guideline for getting started.
At the beginning of a project, plans are all about approximations. So what aspect of reality is it that creeps into projects and seems to shatter those estimates? Here are seven traps to watch out for...