Not managing scope can seriously jeopardize a project, as the scope is the bedrock on which the product or solution is built. Understanding the various reasons for scope expansion in terms of customer- and vendor-induced expansions and how to define a good requirement are important building blocks.
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What are the elements that can ensure a successful project adoption? What are some basic tactics that can be used to help make sure that stakeholders and in-the-trenches users have the best attitude possible to make the change and spread the news to their colleagues?
In order to get additional scope, PMs need to go through an exception process for formal approval. You must prepare to present your case succinctly and answer the questions from the enterprise release board. Preparing answers to these 10 critical questions will help...
Government procurement for major technology projects often goes wrong—and it’s really not surprising because the entire process is broken. What is it about these initiatives that causes more difficulties than other types of projects?
A project initiated with a clear goal in mind turns into a series of tasks to be completed. The focus shifts from the client’s needs and their purpose to getting the work done. The problem? The project purpose and client’s needs should be what is driving each task throughout the project, which often isn't the case.
Deviations for the project manager role come from assuming they accomplish the same goal (or deliver the same results) as some other commonly found roles across various industries. Let's analyze these similarities and differences between roles, see where they clash—and where they can cooperate.
Given that more and more companies need to be data-driven, data science is one of the most sought-after fields of expertise today. But while data science is a relatively new field, its best practices reveal how much it depends on strong project management.
Traditional testing practices are the hands that slow agile teams to a stagnant, waterfall state. Testing itself isn’t bad or anti-agile...but how you think about testing can make or break your agile success.
Do project managers really need to plan for project activities? Is it really worth the effort? What do we lose if we simply execute the project? When a PM practices agile and DevOps, do they still need to plan, or do these discourage it? Here, the author reinforces the power of planning.
Many project managers set project objectives without properly understanding customer needs, often resulting in failure. It’s your job to understand what the customer wants: a glass half full or half empty.