37 items found

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Saving a Slipping Schedule

by Kenneth Darter, PMP January 22, 2014

When a schedule starts to slip, the project manager should be ready to jump in and get things back on track. Here are some strategies the PM can use that do not involve forcing everyone to work 80-hour work weeks.

Scale Risk to Each Project

by David Hillson December 17, 2012

Projects are not equally risky, and your risk management process should be scaleable to match the level of risk challenge faced by each. How? Here are the elements of a typical risk management process that can be readily scaled to fit the needs of a range of projects.

Scheduling Uncertainty

by Dan Patterson June 25, 2014

You can't build realistic forecasts without taking into account potential risks. So when it comes to creating project schedules, why is risk so often addressed as a separate exercise? To properly accommodate for uncertainty we need to embed and intertwine these processes within our tools. We need risk-adjusted scheduling.

Scope Management: Not Always Saying 'No'

by Brad Egeland June 13, 2011

How do we ensure that we aren’t running around reprimanding team members and shouting “No!” to everything that comes out of the customer’s mouth? Here are three steps to set scope management in motion and ensure that it’s a positive for the project.

Scrappy PM

by Kimberly Wiefling October 4, 2007

The first temptation many project managers must overcome is the tendency to start work before the goals are clear. A smidge of planning, a pinch of risk mitigation and a dash of clear roles and responsibilities can put you head and shoulders above most of your peers.

Security in IT Project Management

by R. Sarma Danturthi, PhD, CISSP, PMP March 8, 2019

Security foundations for a project should be strongly laid in the initiation phase, preferably when the project charter is created and signed to document all possible risks, threat vectors and security loopholes, and should include conceivable remediation measures. Internal, external and technology-related risk are examined in alignment with project management processes.

Service Level Management: Back to Basics

by Michael Wood November 16, 2010

Developing a phased approach that brings continuous and measurable improvements is key to implementing an effective SLM capability. SLM isn’t about service level agreements, layers of complex processes and such. SLM is about aligning the services and capabilities IT provides to the organization with its fundamental operational and competitive sustainability needs.

Seven Strategies for Technical Debt

by Ryan Shriver September 13, 2010

Do you make trade-offs with maintainability and adaptability in order to meet release dates? Fortunately, this hidden-cost fate is avoidable--but only for organizations that make a commitment. This article introduces you to technical debt and its common symptoms. You'll learn the basic steps to set up a repayment plan, the common causes of technical debt and effective strategies for paying it down.

Shaken To the Core: Walmart Reworked Project Plan after Chilean Earthquake

by Michael Allen May 11, 2011

How a Walmart project manager reworked the project plan for a new supply-chain IT system after the Chilean earthquake.

Should Technology and Process Coexist?

by Andy Jordan May 6, 2013

With the ever increasing use of technology, how are processes impacted? Our writer feels that technology should be an overlay to the process work--we should start with a solid process and then look for ways that technology could make life easier in the execution of the process. But a colleague doesn't agree...

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