One of the most difficult phases in project management is gathering business requirements. Many stakeholders simply don't know how to articulate what they want, or why they want it. Project managers who build trust will get better results.
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Transitioning to DevOps means navigating through internal political and cultural issues that stand between developers and operations teams to find a way towards unification. From identifying pain points and enlisting sponsorship to starting small before you scale, here are seven steps to successfully implement DevOps in your organization.
Early on in your project/change management process, you need to plan for how you’ll get relevant buy-in from everyone. To ease this process, there are a lot of different tools at your disposal...
Agile methods make the most of closer ties to the business and customer to get rapid feedback on functionality. This works great when customer engagement is high--but runs into problems when engagement is lacking. Learn about some warning signs and engagement models that can help.
You may think that a project manager’s ability to influence CRM is minimal, particularly on projects that are not customer facing. Think again. Recent studies link employee engagement to customer satisfaction and profitability.
The project is complete when the product is delivered, but it is not successful unless the application can be used by operational units. So how do you get past the application project to a live operational environment?
Bringing the customer into the requirements process is a key to success in every project. Sometimes, however, their expectations are unrealistic or even contrary to their best interests. Along with good facilitation, there are ways to negotiate with customers that give them the option to say "no" without you having to insist on it.
Having the ability to connect to systems with round-the-clock availability has led us down a path of high expectations and preconceived outcomes. These challenges exist for any organization that chooses to make some portion of its operation available to customers at all times, causing some resources and personnel to get stretched in all directions.
In addition to all of the issues and challenges found in “normal” projects, global projects bring with them elements that complicate things even more. What can a global project PM do to increase the odds of success?
The traditional metrics of time, cost and scope are rarely sufficient to determine how a project or program is really performing. It’s important to dive deeper to find the ‘why’ behind the numbers and ensure surface-level data isn’t giving a false sense of security (or doom). Here are some ideas.