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.
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How do you make a fixed-price contract work? This article investigates the reasons why IT projects tend to overrun the budget--and the mitigating actions that can be applied.
Part 1 of this two-part series introduces the agile engineering principles and practices that, when implemented, enable some teams and their respective organizations to build high-quality software very quickly that will please customers. Organizations embracing these practices--when used in conjunction with agile and lean management practices--can gain delivery advantages on their competitors while managing lower maintenance and support costs in the long term.
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.
Why is change control so important? With everything a project manager is responsible for, why so much concern over it? What does it really mean, and how do we perform it?
It scares this writer how many project managers believe that projects start with the planning phase. It scares him even more that their employers often agree.The project starts during the justification phase of the initiative, and the project manager needs to be a part of that process.
With less emphasis on upfront specs and higher rates of change, how are agile projects contracted? Part 2 of this article outlines building blocks for creating agile contracts.
Successful business execution is dependent upon having timely and accurate financial information. But too often, little thought is put into how to present the data in a meaningful way. From a project or portfolio perspective, what does a C-Level executive expect to see from the PMO for actionable decision-making?
Developed in conjunction with a project plan, resource plans help provide tactile information on what is needed, when and for how much--thus making them huge assets during the activate phase of project management.
Even if you have the estimating gift, there are still lurking issues that can render it highly inaccurate. Some you have control over, but for many you don't. Here are some common estimating issues that can often negatively impact your project: