In this article, the author describes how to connect and harmoniously execute two management domains--project management and information technology service management--by giving a sample categorization of demands for IT organizations.
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After experiencing several successful projects (and some less so), this practitioner wanted to share his tips on the management of technically complex ones--projects that contain enough complex functionality to make it difficult for the executing organization to deliver.
In the world of IT, each project comes with a different set of expectations and requirements that make everyone nervous about estimating cost, time and level of effort. Estimations based on a mature estimation model (function points) are more likely to be successful than projects that are estimated ad hoc, based on expert judgment alone. Function points translate all project functionalities into equivalent efforts. Combined with a well-defined process, they serve as a powerful tool for accurate estimations.
Why do so many customers of project management software show disdain for the discipline itself? This long-time practitioner of project management is concerned by the perception that project management is only relevant for large-scale initiatives.
Are you aware of the 10 truths of successfully managing IT? Implementing all of these concepts may seem overwhelming. But if you understand the truths and apply the suggestions to address them, the payoff is huge. You’ll give your organization the poise and balance to make it across that technological and organizational tightrope.
|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.|
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?
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.
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.
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?