CMMI provides several models that organizations can use to identify best practices and organizational improvements. Studying the maturity models and researching earned value management readiness reveals a series of baby steps for organizations to adopt EVM.
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Disaster Recovery and Business Continuity Planning are no longer optional. Protecting infrastructure and information assets of an organization is one of management's primary duties. Here are some ideas and options for making sure you don't fall down on the job.
From the beginning of the planning phase for any project, stakeholder buy-in is essential. This article examines how a Spanish financial organization gained stakeholder support when introducing an innovative contactless payment program focused on transforming how its customers make purchases and use ATMs. In doing so, it overviews how the company secured buy-in from customers by distributing credit cards with built-in contactless payment chips and installing point of sale (POS) chip readers at select merchants and ATMs. It identifies the primary challenges related to earning buy-in and reveals how those challenges were conquered.
In a crisis, stakeholders look to the project manager to remedy the situation. The authors manage a team of critical situation managers in a large software and services company and share a list of best practices based on their team’s collective experience in dealing with similar situations over several years.
Just calling a practice “best” does not make it so. But for many PM practitioners, the term “best practice” appears to represent the business practice equivalent of a “get out of jail free” card--wave it around enough, and critical thinking seems to be banished. It's time for a new outlook on this misused term and concept.
There is no silver bullet that will allow us to remove all uncertainty, but we can apply some business intelligence practices to the concept of annual planning to at least increase our confidence levels and reduce the risks around the decisions that we make.
Risks get a bum rap! Many believe a project risk carries a negative connotation—meaning an adverse event or threat may occur. You may be missing out on positive risks or opportunities that can potentially have a beneficial effect on your project’s deliverables and goals. Learn how to recognize positive risks.
Colonel John Boyd discovered that the primary determinant to winning aerial dogfights was observing, orienting, planning and acting faster. How does this apply to project management?
A common approach to identifying project risk is brainstorming, and it can also serve as a great team-building exercise. However, there are pitfalls that can reduce its value. Here are practical tips for a more effective brainstorming, including a closer look at those potential pitfalls and how to deal with them.
Project issues vary from organization to organization, but a few always pop up in the post-mortem. Here we identify some causes and offer some ideas on how you can finally get those issues off your report once and for all.