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.
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¿Porque Debes Medir?, para evaluar el desempeño, porque buscar el porque de las cosas? Para buscar respuestas?by
Si no se mide lo que se hace, no se puede controlar y si no se puede controlar, no se puede dirigir y si no se puede dirigir no se puede mejorar, No tienes un norte definido en donde se posiblemente se comenten errores, lo cual se traduce en perdida de dinero, tiempo y en lo más importante en un cliente insatisfecho.
RMC’s publishing arm expects Jerry Manas’ second book to be available by the end of the year.
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.
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.
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.
When we talk about what makes a project successful, where does ”Tone at the Top” fit in? In other words, how does management commitment and support truly enable and enhance a project’s success?
"Everybody lies." Here are 10 common lies that you can find in project management or reporting. Being aware of these little truth deformations or misunderstandings will help you to get a real idea of the project status and act as quickly as required.
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.