How do you get PM just right? How do we find the balance in making project management work? What constitutes "enough" project management, and how do we make the call? What are we giving up when we compromise the approach we take, and at what cost?
18 items found
As with so many things, the first step of a project is probably the most important. A solid plan, well thought-out and well communicated, is the cornerstone of your project's success. Without it, the walls are certain to come tumbling down.
One team or a handful of teams may be able to deliver small systems with agile, but large complex systems require teams of teams to deliver significant features. How can companies benefit from “the team effect” at scale?
The gemstone model illustrates how managing a project does not follow a linear sequence. With the gemstone model, it is possible to start with almost any edge (knowledge area process) and examine how that particular process affects any other. The role of the project manager is to map out the various edges of the project’s gemstone and ensure they are integrated.
Project planning isn’t just an activity for the start of the project--the project plan must be a living, evolving document that is updated and changed on a regular basis.
You're not using the same technology you used 20 years ago, so why are you using the same management techniques? The technology of management needs to stay ahead of the game, and you, the project manager needs to be the star player.
In the journey to PMP fitness, you have taken three decisive steps. But many PMs have not had the opportunity to participate in a suite of courses where most knowledge areas are explored from a combined approach of PMI theory and real-world application. While this can put you at a real disadvantage, it’s still possible to be successful. In out latest installment, we cover Project Integration Management.
While working for a small firm, a new PM was asked to go to a major company to help them integrate their IT PMOs...leading to the worst three months of his career. As his two-part article concludes, we find out if if there was truly a light at the end of the tunnel--or just a train coming the other way.
Of of the most significant challenges for PMO leaders is managing relationships across the organization. And as the PMO’s role becomes more and more central to all elements of corporate planning and project delivery, politics inevitably come into play. How do we manage that minefield?
Should we employ project management quantitative techniques? And what would they bring to the table from an information technology standpoint?