Project Management
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22 items found

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WBS: A Building Block of Sound Project Management

by Jon Quigley, Kim H. Pries

The work breakdown structure is fundamental to project execution. When we expend insufficient time and develop inadequate detail on the WBS, the project will yield poor results and we can expect to see last-minute identification of critical elements. Here we look in greater detail at this essential tool.

Web-Style Application Administration

by Mike Donoghue

For the workforce that is widely dispersed, sharing application development, design and testing responsibilities goes beyond the normal struggles that hit most project teams.

What Happened to Quality Control?

by Bob Weinstein

It doesn't matter how quickly you can get out the next software release; if it doesn't work, it's going to fail. Here's a reminder of the importance of PM principles to successful software technologies.

What Is a Quality Project Manager?

by Bruce Garrod

Although it’s true that not every attribute can be quantitatively measured, leveraging PMI’s three processes makes sense when defining a quality project manager.

What We Are Still Getting Wrong About Quality

by Mark Mullaly, Ph.D., PMP

We’re getting quality more wrong than we are right. Which is fascinating, when you get down to it, because quality is the foundation on which project management is built. Why is this a problem? When everything is a constraint, nothing is.

What We Have Here Is...Failure to Gather Requirements

by Tom L. Barnett, PMP

A costly lesson in failing to gather proper requirements led to significant challenges of a large and ambitious wireless project. Take a lesson in proper planning from this misfire.

What You Should Know About Kanban (Part 3)

by Don Kim

If Kanban works well on specific software projects, can it be scaled to facilitate Lean throughout an organization? Here we look at how Kanban can be thought of as a general purpose change management approach for your organization.

What’s an Agile PM to Do?

by Johanna Rothman

Iterations are too long. Stories are humongous. Everyone is multitasking. The product owner is not available enough. This is a rich, problem-solving environment--the project has a ton of problems. You know you can help the team fix these issues, but you just have one problem: Where do you start?

When Being Done Is Actually 'Done'

by Don Kim

Being clear about what constitutes “done” ensures that the product or service developed at the end of an iteration is completed to the satisfaction of the customer, which is the whole purpose of doing agile in the first place. Got it? Just in case, read on...

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