This is a thorough, scholarly discussion of the technical aspects of general and specific technology issues as they relate to the development of electronic knowledge management tools.
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An increasingly complex workforce with international locations and telecommuting employees calls for more complex project plans and management tools. Read why PlanView is becoming the logical tool choice for the increasingly complicated world of project management.
Learn how project management has changed the traditional management schools of thought and delivery.
A good project management software package should be cross-functional throughout an organization and have the ability to provide the users with the necessary tools to accomplish their given tasks. This white paper explores two options for two audiences.
A lack of practices, tools and information to facilitate near-real-time control can frustrate project portfolio management. "Dashboard" processes enable IS organizations to deliver information tools for business processes in near real time.
This table includes topics dealing with some of the most important areas of project management, requirements definition and scope control, as well as the time-honored work breakdown structure.
How can organizations and practitioners best leverage project knowledge and knowledge services to get things done in the modern complex project environment? R.E.A.L. Knowledge at NASA presents a descriptive project practitioner-centered knowledge model derived from experience in developing knowledge services at NASA.
[This Article Provided Courtesy of PMI]
The usage of Requirements Traceability concepts is based on the completeness of the "evolution" that every project "workstation" has to incorporate in the path to a final acceptable product. The foundation for this control method is a complete collection of customer requirements, mutually agreed between the customer and the supplier who is conducting the project.
When companies move to an agile Software Development Lifecycle (SDLC), they often remove the processes and analysis of their waterfall SDLC because, as the Agile Manifesto puts it, “They value individual and interactions over processes and tools.” Some of the rigor should be removed – waterfall processes can get bogged down with gates and sign-offs. However, caution must be exercised to not go too far against processes and analysis and rely just upon backlogs and user stories. Requirements and the analysis that leads to those requirements are just as essential in an agile project as they are in a waterfall project. The difference lies in how much requirements analysis is completed and the timing of it.
PMI’s Pulse of the Profession® In-Depth Report: Requirements Management as a Core Competency for Project and Program Success is based on a comprehensive survey of more than 2,000 practitioners. This report provides a timely and unprecedented look into the current practice of requirements management and its impact on projects and programs, including exclusive data, analyses and related insights on key issues and questions.