Custom software development is notoriously difficult to estimate. We start with vague ideas of what we want, expecting to fill in the details later. We’re usually doing something a little different than what we’ve done before, or completely different. How can we act more productively?
What is a PM to do when confronted with an organizational culture that places little emphasis on structured project management principles? In Part 2 of this series, we’ll examine a simpler approach for introducing structured PM techniques into an organization with one-page project plans.
If your project involves external resources in any capacity, then you are dealing with one or more outsourcing arrangements. This article gives some strategies for mitigating common obstacles for managing outsourced projects.
If we want better projects, we need to be better at our project management. But is consistency and formality the answer? Is demanding adherence to a common process what is required to get to “better”? The evidence here is mixed.
Through institutionalized project closeouts, organizations can establish management direction that goes beyond project-specific metrics and measurements--and toward enhancing long-term performance and solution delivery capabilities.
Through institutionalized project closeouts, organizations can establish management direction that goes beyond project-specific metrics and measurements--and toward enhancing long-term performance and solution delivery capabilities.
