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285 items found

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Obey the (Software) Laws

by Don Beckett

Many business leaders are unacquainted with the wealth of knowledge about how software projects behave. No surprise, they are unable to explain why these projects fail repeatedly, much less do something about it. Here are five fundamental “laws” of software development that all executives (and teams) should understand and follow.

objectiF RPM

objectiF RPM is software for requirements engineering and project management. It offers visual (UML, SysML, Use Cases etc.) and textual requirements analysis and specification. Tasks and project planning are derived from requirements.

Objective Comparison of Project Complexity and Performance of Project Managers in the Banking Environment

by Ivan Poliacik, PhD, PMP

Evaluation of project manager performance after completion can be a challenging part of any project. Use of objective criteria to measure project complexity should supplement evaluation of scope-time-budget performance and subjective factors. The author provides a comparison matrix, designed for a banking environment, that can be applied to any area of project management. The comparison matrix can also be published to the team, to compare performance with colleagues and for self-evaluation.

Objective Comparison of Project Complexity and Performance of Project Managers in the Banking Environment (Template)

deliverable
by Ivan Poliacik, PhD, PMP

Evaluation of project manager performance after completion can be a challenging part of any project. Use of objective criteria to measure project complexity should supplement evaluation of scope-time-budget performance and subjective factors. The author provides a comparison matrix, designed for a banking environment, that can be applied to any area of project management. The comparison matrix can also be published to the team, to compare performance with colleagues and for self-evaluation. Use this template in conjunction with the Knowledge Shelf article Objective Comparison of Project Complexity and Performance of Project Managers in the Banking Environment.

Objective Measurement of Sustainability

Wiki

If Quality was the key word in the industrial scene of 20th century, Sustainability has taken its place in the next century. After witnessing devastating floods, hurricanes and unbelievable climatic changes in almost all parts of the world, everyone has started taking their own survival a bit more seriously now. Science and Technology personnel hav...

Objective Setting

Wiki

This technique is used to set specific objectives for an enterprise as a whole and/or for a particular enterprise change project or initiative. An objective can be defined as a specific result the enterprise (or project) would like to achieve with...

Object-Oriented Project Management (O2PM) Objectizing Work

by K.R. Chandrashekar

Most of the project management methodologies are task based, thus demanding the project manager orchestrate continuously to maintain the health of the project. O2PM is a new project management methodology that marries two well-developed areas—object-oriented analysis and project management. In O2PM, we move away from the task-based allocation of work to the deliverable-based allocation of work, which will bring about many changes in the way we look at work allocation and monitoring.

OBMG-Protoolkits

Free online learning/resource plaftorm for project management and other topics.

Observations from Orlando: PMOs are Embracing Change

by Ben Chamberlain

The Gartner Program & Portfolio Management Summit is generally regarded as one of the premier events for project management professionals. This year, many of the event’s attendees were actively taking steps toward embracing the changes that Gartner continues to warn us will one day rock our worlds. One attendee explores his experience.

Obstacles to Enterprise Agility

by Michael James, CollabNet Certified Scrum Trainer

Most attempts to adopt Scrum in large organizations do not result in durable, ongoing transformation. Obstacles to Scrum adoption are usually obstacles to business success in general, and established organizations are usually reluctant to let go of them. Here we look at seven obstacles to enterprise agility, where bad thinking is half the problem.

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