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Providing an introduction to virtual project management and its benefits to the audience, the author offers strategies and tactics to work in a virtual setting and addresses the challenges, application and appropriate technology. This paradigm shift can allow businesses to evolve and succeed by gaining a competitive edge.
Designing complexity out of the project process begins with ensuring that needless complexity is kept clear of things. Let’s look at some of the drivers that tend to introduce needless complexity into the project management process...
After an IT overhaul project crashed and burned, a U.S. state cleared the debris and pushed the reset button.
What does “cloud" actually mean? In this article, the author takes a bottom-up approach and explores various options of service delivery to help us get a grip of the cloud concept.
Software can focus on several real business problems. Generally, we're seeking technology as a method to increase productivity, solve issues and even save money. How do we find the right vendor? And then as importantly, the right software solution?
The rise of project management has meant a tremendous change to how projects are run. But despite advancement in technology and production, the basic principles of maintaining schedules and resources—and the managing of activities and tasks—have remained the same. But digitalization is helping in unprecedented ways.
When an IT system moves into an operational environment, project integration virtually disappears. Operational support is a vital element of IT service management, but should it include closer integration with project delivery?
In this article, we will explore how IT projects can benefit from cloud technologies, both in traditional and agile projects. Online project tools are widely available for usage (team spaces, office software, etc.), but IT projects can take this a step further and save time and costs—and reduce risks when the infrastructure goes cloud.
In this article, the author shares her experience in her client project—which has a problem with product technology updates. What can this teach us about proper procedures and good customer relationship management?
| A. | With a big name supplier, the responsibility to keep things up and going is on their shoulders, not yours. Contact upper management and ask to have any payments to them stopped until all areas of your organization are up and running with no down time for at least six weeks. |
| B. | Each department was probably given a chance to express what connectivity they needed before the customization of this overriding package was finalized. Get the name of each person who was part of the planning team and subsequently had an outage in their area and report them to their own manager. |
| C. | Ask your own IT team to get involved in solving these issues. Obviously, the vendor does not have competent people on its staff who can manage an install like yours. If your own internal staff takes over the responsibility, you will have better communication and a team that understands the high stakes when your systems go down. |
| D. | The reality of any install that must switch over an entire organization at one time is that there are going to be hiccups. But as a non-IT expert, the most productive path for you is to create a way that the failures can be grouped and tracked so that past problems can be easily accessed to provide faster solutions to new outages or feature failures that occur. |
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