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542 items found

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“Technology Trinity” for Project Managers: People, Process, and Technology

by Brandi Narvaez

When things go wrong in a project, project and program managers should ask themselves: Did I honor the technology trinity? There are three key components that should be honored in any technology project: people, processes, and technology. There is an art to evaluating the trinity, and project managers need to become more analytical and question and validate understandings, assumptions, and changes for all three components of the technology trinity.

8 Techniques for Using Subcontractors That Deliver Effectively

by Latoya Morris, PMP

When you work with subcontractors, they become an extension of you to your clients and you want them to deliver quality and continue your good name and good standing. Subcontractors, just like employees, can either be a joy or a nightmare, but you can impact which it will be. This article provides eight techniques that deliver effectively.

A Balanced Approach to Systems Engineering Project Management

by Ryan Maxwell

How do you, as a systems engineering project manager, know how to approach the decisions in process tailoring, technology, and tool selection? A balanced approach to systems engineering project management will help navigate difficult and seemingly intractable decisions.

A Change Management System Based on Pareto’s Law

by Al DeLucia

The author’s team conducted a business process review to analyze a large database of changes. The benefits from the resulting change management system outlined in this article, including reduced change order processing times, better definitions of team member roles, and empowerment of the people closest to the action, contributed to improved project quality.

A Comparative Analysis of Agile, Six Sigma, and Critical Pathway Methodologies

by Michael Perry, MS, PMP

Tailoring your approach to project management promotes the ability to fulfill strategic organizational goals. It is necessary to understand the strengths and weaknesses of each approach to be able to determine which fits your project’s needs. This analysis provides insight to aid in making an informed decision.

A Pragmatist’s View on Managing Risk

by Larry Marks

There are instances during the leading of an information technology (IT) project when project managers identify issues and concerns. We are also taught to monitor the risks—managed and unmanaged—that impact the successful completion of the project. This paper will briefly discuss a pragmatist’s view to managing the issue and risk logs and understanding their interrelationships, as well as the benefits of developing an integrated issue and risk log.

A Project Lifecycle for New Hotels

by Richard Whitfield
Gert Noordzy

Addressing the problems inherent in opening new hotels, this paper advocates that hotel owners adopt a complete and well-defined project lifecycle overseen by an experienced project manager. The goals and deliverables for the key phases within this extended new hotel project lifecycle are identified and the main benefits of following this approach are explained. The proposed approach helps optimize the return on investment for each new hotel and maximizes positive cash flows from operations.

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