In order for companies to survive and excel in today’s global environment, the corporate IT portfolio-planning function needs to plan IT initiatives strategically. Organizations must efficiently measure criteria that will enhance the performance of the overall strategies of their business.
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IT companies are required to assist businesses with decisions by deciphering technical concerns. They also bridge the gap for business and technology. Providing more ways to close the gap could result in increased use of IT resources for future efforts.
A good project management software package should be cross-functional throughout an organization and have the ability to provide the users with the necessary tools to accomplish their given tasks. This white paper explores two options for two audiences.
The goal of the global project management community is to advance ideas and create new ones by sharing an open platform for creativity by fostering an environment of collaboration and innovation. The following questions are addressed here: (1) What project management sites are currently available to the public? (2) What architecture is necessary to sustain a global project management community? (3) Why is a global project management community essential?
Do you understand the value of planning and training? This White Paper uncovers the different approaches to each stage of the PM software implementation process by telling the stories of two organizations who chose different paths.
Research suggests that the bedrock of project success is a PM’s human competencies or soft skills such as communicating, listening, sensitivity, influencing and motivating. Which emotional intelligence tool should you concentrate on? What are the critical success factors required for effective project management over the next five years?
This case study explains how an IT organization delivered a release management process and results that exceeded its management’s expectations--and provided a foundation for continued success.
Building capable project management systems in a rural hospital is about saving lives, which is the strategic purpose of a hospital. Fortunately, quality standards like OPM3 can help. But aligning a quality improvement initiative to the strategic priorities of one’s organization is no guarantee that stakeholders will provide their support.
In this installment on requirements, we will walk through the methodology for identifying IPOs, the functional data model and briefly address level of effort estimating.
[This Article Provided Courtesy of PMI]
Bad requirements? Actually, that's your fault. If we know this is a recurring problem in our profession, why do we mindlessly continue engaging in the rote repetition of what doesn't work?