Disaster Recovery and Business Continuity Planning are no longer optional. Protecting infrastructure and information assets of an organization is one of management's primary duties. Here are some ideas and options for making sure you don't fall down on the job.
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Project managers hate risks. But is this always a good thing? When projects are established, there's a lot of focus on budgets, schedules and scope (and the relationships between those constraints). Here, we argue that there should be more conscious focus on the role that risks play in that equation--and explore why you shouldn’t always try to minimize negative risks.
There's no problem with the standard equation for risk, but it’s only part of the story. In this article, we look beyond impact multiplied by probability and think about risk trends over time.
Transitions can be difficult when management and stakeholders change--something that happens on a regular basis in the government. Some basic guidelines can keep the project on track.
Why do so many project managers fail to deal with risks on their projects? In this article, we examine some of the reasons and explore some ways to tackle the problem.
Iterations are too long. Stories are humongous. Everyone is multitasking. The product owner is not available enough. This is a rich, problem-solving environment--the project has a ton of problems. You know you can help the team fix these issues, but you just have one problem: Where do you start?
Wad of gum? Check! Paper clip? Check! Strand of hair? Check! If we find we’re stuck in one of those ruts--too busy to focus on the right way to do things and just winging it till fires show up that need to be fought--what do we do?
The relationship forged with strategic providers can make the difference between success and failure within the organization. Here, the value proposition they represent is often based more on their service and support levels than price. In essence, SPs become de facto stakeholders with the organization--and thus require special consideration in terms of how the relationship is cultivated and managed.
There are five immutable principles of project management that must be addressed by project leaders and teams in order to succeed. In this new series, we begin with an overview of these principles before exploring in detail how you can put them to work in a variety of business and technical domains.
Where evolving procurement requirements come from, and why, is in reality no different than how requirements evolve in any organizational area. The challenge is that they compound themselves, layering restriction upon constraint upon requirement. What can an organization do to improve its procurement efforts? What can be done to make procurement work in support of projects rather than be a barrier, roadblock or black hole?