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?
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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.
Are you ready for EVM? Our writer conducted a study on earned value management readiness based on 40 critical factors found in successful EVM implementations, and here we present the Top 10.
Need some help digesting earned value management? An EVM project that is “broken” before its completion is easier to reconstruct and make useful...so open wide and get ready to chew.
One of the most established standards organizations (and their pronouncements) is often missing from the IT governance conversation: the International Organization for Standardization. Did you know that the ISO has been very active in the governance and compliance space? Here is an update on the standards that you might find useful.
Everything that we encounter on a project doesn't need to be complex. So how do we move from complexity to simplicity on the project? What steps can we take to get there? Here's a look at four ways to keep it simple.
Is a project "vision statement" necessary? Let’s look at some of the perceived advantages of having a documented vision statement in place at the beginning of the project engagement to find out.
Ever stop to ponder all the different PM frameworks that have been developed over the years and which one you should be using in your organization? Is there really one best framework out there? The options are dizzying, so here we take a look at four of them in depth. What can they do for you? Remember, one size does not fit all...
Scope management changes can be divisive. The project manager must recognize change requests for what they are and not let that requirements line in the sand be moved without a complete understanding and agreement among all parties--and a documented change that identifies how the project budget and hours are going to be affected.
Project managers can often forget what's at the core of business intelligence--giving senior management the tools to make more focused, confident decisions. A look at one PM's experience provides some valuable lessons to take away.