A manager was suffering through a “project” in crisis--but it was not a project that he was managing at his office. The project is crisis was himself. Despite having three decades of project experience, he didn't have a risk response plan at the ready. That's when his project manager brain got to work...
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Projects are the manifestations of scores of complex, unique activities that vary from project to project and industry to industry. But there are certain serious mistakes that are common in nature, and that are committed in many large projects. Learn how to deal with seven such major issues that are generally prevalent in almost all projects.
Is "consultant" a dirty word? Many consultants get a bad name from the fact that they become indistinguishable from the organizational employees that they work alongside. How do you know that hiring a consultant is a good idea?
Think you're having a rough project? Maybe you should put yourselves in Santa's sizable shoes...he's not having a happy holiday season so far. Maybe his elves--or someone else (cough*you*cough)--can come to the rescue.
Project managers who lose sight of the big picture eventually lose control of their projects. The key is developing a strategy to manage your project that is iterative and accounts for competing demands, from risk to priorities to durations. Here’s an example of how to build Agile benefits into your non-Agile processes.
Artificial intelligence is not far from becoming a mainstream part of how businesses operate. That’s going to be disruptive, and project management may be impacted more than most areas—and not in the way many of us fear.
In this article, we will explore how IT projects can benefit from cloud technologies, both in traditional and agile projects. Online project tools are widely available for usage (team spaces, office software, etc.), but IT projects can take this a step further and save time and costs—and reduce risks when the infrastructure goes cloud.
While many projects may not have to adopt the elements of the Federal Incident Command System, some are set up to resolve a certain time-bound resolution of organizational priorities and can reap the benefits.
Most states print a warning on lottery tickets: “Should not be used for investment purposes.” With weighted-average and PERT-based estimates artificially bounded by what we choose to be relevant, our projects should probably carry the same warning.
How can an organization tell whether its management of risk is good enough? This framework describes four levels of capability based on four attributes: culture, process, experience and application.