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344 items found

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Office-Building

by Stephen C. Hawald

Although the benefits of a program management office -- standardized practices and methods, increased productivity and efficiency, reduced costs -- are clear, many organizations lack the means or experience to set one up successfully. Here are 10 indispensable steps for building a PMO that delivers value.

Offshore Analysis

by Sunil Sharma

A recently published study says that the IT outsourcing landscape is changing in surprising ways.

Offshore Outsourcing Project Plan

PREMIUM project plan

Find greater profits using offshore outsourcing, and use this project plan to make sure it's done right--and on time.

Offshore Oversight

by George Spafford

Everyone is quick to damn corporations for outsourcing jobs overseas. Without a doubt, many people in IT and other segments of the economy are concerned about the flow of jobs overseas. What's interesting is that they overlook the causality associated with this movement.

Oil, Gas and Petrochemical (OGP) Work Breakdown Structure (WBS) Example

deliverable
by Project Management Institute

This zip file contains the white paper "The Work Breakdown Structure: A Brief Synopsis," an Oil, Gas and Petrochemical (OGP) Work Breakdown Structure in both Word and Excel, and a PDF Appendix of the Oil, Gas and Petrochemical (OGP) Work Breakdown Structure (WBS) Example. These resources are presented from the PMI Practice Standard for Work Breakdown Structures. PMI members can access a PDF of the full standard at no cost, and anyone can purchase a hard copy via the PMI Store.

Old Habits Are Good to Break

by Andy Jordan

When a project team’s innovative solution to achieve its time-compressed goals was rejected by the sponsor, widespread resentment followed, a good project manager resigned, and the initiative faltered. Whether or not the idea would have worked, when leaders routinely stifle creativity the consequences can be dire and far-reaching.

Old Skool Communication

by Andy Jordan

Technology has brought tremendous advances in how we manage our projects, but in some areas it can hinder us. One area is communication, which has become increasingly a virtual activity. In pursuit of ease and volume, the quality of interactions is devalued, putting projects at greater risk.

Old Ware Stories

by Daniel Starr

Rigidity, late-blooming requirements conflicts, triangular relationships and simple geography conspired to deliver half of what a major technology project promised. On this effort, it seemed, you could change everything but the way the team worked.

Old World Out

by Kathleen Ryan O'Connor

In a drastic departure from a project management approach heavy on control and prediction, Salesforce.com rolled out an in-house Agile development methodology in just three months. From resistance to breakthroughs, here's a look at how they did it, with some lessons that other organizations can apply to their own transformation initiatives.

Olympic PM

by Angela Smith

Working closely with Bell Canada business units to deliver a complete communication network at the 2010 Winter Olympics, project manager Richard Brodowski established an “enabling, not inhibiting” approach that allowed his team to quickly learn from mistakes and make decision at the ground level, continuously moving the project forward.

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