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¿Por qué fracasan los proyectos?

by Humberto Ramos

Muchas veces se contrato o asigna a un PM como la única garantía de éxito del proyecto... pero la vida real no funciona precisamente así.

‘What’ Before ‘How’

by Adriana Beal

Are you working in a “what” or a “how” organization? The latter makes it difficult for a business analyst to make an impact on value creation. A career-minded BA should aim to work for a “what” enterprise, where there will be high-level opportunities to identify, prioritize and align business objectives with capabilities.

’Twas the Night Before Chaos

by Andy Jordan

A (not very) true story of Christmas in one household can teach us a few important project management lessons. Before you get too stressed, put in some proper planning, calm down and enjoy our annual holiday sidetrack.

“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.

10 Decision-Making Traps

by Joel Levitt

Meetings are most often the setting for engaging new ideas, confirming previous positions and making important decisions. But there are a number of common psychological traps that can sabotage the process and the decision-making of well-intentioned project leaders, including dissonance, rationalization and circular causation.

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