Project Management
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57 items found

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Take Your Time to Go Faster

by Andy Jordan

Organizations who are now embarking on agile adoption are feeling pressure to “catch up” with their competitors. But when “late adopters” of agile try to make up for lost time, it can cause problems.

Taking Over a Failing Project

by Anand Thiagarajan, PMP

Continuing to develop a failing project is a big challenge. Improving the environment and culture to ensure successful delivery requires integrating the bottom-up approach from a small task level with a top-down orientation of strategic management. Learn how to diagnose failure and implement useful techniques.

Technology Supports Process, Technology Undermines Process

by Mark Mullaly, Ph.D., PMP

While process frequently fails to allow for flexibility, technology often doesn’t even consider the possibility. Once we begin to automate a process, the presumption—and it’s a dangerous one—is that all cases are treated equally.

The ‘Right’ Way vs. The Proper Way

by Andy Jordan

Sometimes, what a project manager needs to do is at odds with what their employer says they should do. Is that ever okay? How do you avoid problems?

The 10 Truths of Successfully Managing Information Technology

by Harold E. Kerr, MBA, PMP, CSM

Are you aware of the 10 truths of successfully managing IT? Implementing all of these concepts may seem overwhelming. But if you understand the truths and apply the suggestions to address them, the payoff is huge. You’ll give your organization the poise and balance to make it across that technological and organizational tightrope.

The 4 Roles You're Confusing with Project Manager

by Lucas Hernan Minutella

Deviations for the project manager role come from assuming they accomplish the same goal (or deliver the same results) as some other commonly found roles across various industries. Let's analyze these similarities and differences between roles, see where they clash—and where they can cooperate.

The Art of Stakeholder Conversations

by Soumya Maitra

Projects live and die by decisions. Such decisions are seldom made in isolation and are often the product of deliberations ripe with dominant management culture, stakeholder egos, their politics, risk appetite and resistance to change. Learn how you can maneuver these moving pieces skillfully to influence project sponsors and stakeholders toward concurrence.

The Best Talent to Do the Best Job

by Mike Donoghue

As part of its business strategy, an organization also needs to demonstrate that it’s interested in maintaining a base of dedicated and exceptional employees. A strong and effective talent management strategy helps a company plan how its workforce will be superior at their jobs—while also planning on how to keep them adaptable for future work.

The Complexity Infrastructure

by Andy Jordan

Complex projects are, well, complex. That requires a different organizational support model, but what should that look like?

The Dimensions of Change in Requirements Management

by Mike Frenette, Salah Haswah, Thea Hughes & Leandro Mingoti, Victoria Cupet

Although requirements define the desired state of the organizational change, they are themselves subject to change. Regardless of the whether a project is using a traditional or adaptive framework, controlling changes through established processes is necessary. Learn about four steps to create a common vision and get the necessary commitment and compliance from the involved stakeholders.

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"Each problem that I solved became a rule which served afterwards to solve other problems."

- Rene Descartes