Project Management
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13 items found

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Maintaining Documents

by Kenneth Darter, PMP

Documentation is very rarely kept up to date often enough—and is usually out of date a few days after it has been approved. When working on a project, out-of-date documentation can be a major issue in executing the project correctly.

Maintaining Engagement as Part of Change Management

by Joe Wynne

You will have to fight against the gravitational pull of negative organizational climate to achieve the engagement of project workers and others. Use these tactics to help you win the battle.

Manage the Requirements, and Let the Project Manage Itself

by Mark Mullaly, Ph.D., PMP

Are you making the same mistakes over and over again? Managing the requirements well is critical for project success. Do this, and you will succeed. Fail to do this, and you'll suffer the consequences.

Managing a Healthcare Project in the Era of Cloud Computing

by Dr. Nidhi Gupta, BDS, MBA, PMI-ACP, PMP

Cloud computing has revolutionized the way business is done, offering increased efficiency and new models for work in many industries, including healthcare. Learn the basics of cloud computing, with options for service and deployment, to enable you to customize your own model to serve the unique requirements of your work environment.

Managing Business Analysis: Process & BA Selection

by Joe Wynne

Your job as a project manager can be much easier if your business analysis partner has the necessary skills and experience and can work with an accepted and effective process. Here’s how to find out whether either of these two success factors are true—and how to prepare if they are not.

Managing Requirements with Common Sense

by Jiju (Jay) Nair, PMP

A successful collaboration between project teams and stakeholders on requirements management will help prevent the projects from becoming another failure statistic.

Managing Scope Creep

by John D'Entremont

Every project runs the risk of scope creep, but not all scope creep should be prevented if it leads to enhancements that the customer needs. The key is how you document and manage it. Here are some suggestions for keeping your project on track, and adapting to stakeholder needs.

Managing Strategic Provider Relationships

by Michael Wood

The relationship forged with strategic providers can make the difference between success and failure within the organization. Here, the value proposition they represent is often based more on their service and support levels than price. In essence, SPs become de facto stakeholders with the organization--and thus require special consideration in terms of how the relationship is cultivated and managed.

Matching Scope and Benefits

by Andy Jordan

You won’t get the right benefits unless you start with the right scope. As project managers are increasingly asked to become involved in the business side of project execution, many elements they previously didn't have to worry about are now becoming relevant.

Mature Change?

by Michael Wood

Most project managers think of changes to a project to be related to change requests that modify the scope of deliverables. But changes to projects go far beyond mere scope changes, so it's important to have a change management process in place that can address any manner of project change. While the majority of organizations have fairly mature change request processes in place, most lack similar processes to handle event-driven changes.


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