Two experts explain how businesses can take the pain out of IT change by ensuring the quality of their IT architecture and taking a more agile approach to managing transition.
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Silicon Valley marketing executive Phil Carpenter examines how six companies have developed powerful Internet brands.
Despite being written over a decade ago, this major work remains the leading resource for people wanting to capture upside risk. It makes the case for inclusion of opportunity management within the traditional risk process, and provides detailed descriptions of simple proven tools and techniques to make it work in practice. Adopted widely as a university textbook, it also offers clear guidance for practitioners on how to exploit positive risk.
Now in its seventh edition, this comprehensive guide to project management has long been considered the standard for both professionals and academics. Well-known expert Robert Wysocki has added more than 100 pages of new content based on instructor feedback, enhancing the coverage of best-of-breed methods and tools for ensuring project management success.
The Eisenhower Decision Matrix was developed by Dwight D. Eisenhower, the 34th President of the United States of America who also served as a General in the United States Army and as the Allied Forces Supreme Commander during World War II.
The theoretical underpinnings of agile methods emphasize regular reflection as a means to sustainable development pace and continuous learning, but in practice, high iteration pressure can diminish reflection opportunities.
Over the past two years, something has begun to shift--both in and outside of agile.
Emotional Intelligence is very important in Project Management. It will help us to improve communications and relationships with our stakeholders and thus increase motivation and productivity.
[This Article Provided Courtesy of PMI]
Most projects start off by asking twice as much as is possible given the existing resources. This shouldn't be accepted as just "the way things are"--we can partner with the customer to keep application development scope in line.
There is a huge world of difference between Enterprise Agile and Agile Enterprise. They are both valuable and accomplish very different things.