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Perils of “Ongoing” Projects Projects should have clearly defined goals, schedule targets, and resource allocations. When projects are described as “ongoing” that is often a red flag suggesting that either this isn’t a project, or it is not being well-managed. |
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The AI Revolution in Software Quality Assurance: A New Era of Quality Engineering and Productivity State-of-the-art AI platforms are transforming SQA. Automation, improved visibility, and streamlined processes are boosting efficiency and effectiveness for QA teams today. As AI evolves, embracing it and developing the necessary skills will be crucial for QA professionals to thrive in the future. |
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It’s Not All Engineering IT managers often begin their careers as engineers, problem solvers, and innovators. If you are a technical person who aspires to a management role you must learn to embrace and work with budget and priority constraints. |
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The Cost of Vendor Delays Make sure that your change management process is clearly outlined at the beginning of a project and use it when there are unforced errors to get concessions from a vendor when the fault is clearly on their side. |
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Keeping Your Vendor on Track Because of vendor firm expertise at blame management, clients need to be vigilant and proactive about managing systems integration efforts. |
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Righteous Confusion When a project manager is confused, sometimes the problem is the situation and not the PM. |
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A Dozen Commitments for Your Project Sponsor A project’s sponsors are the senior managers who want the project completed and control the project’s budget and schedule. Effective sponsors support the project manager to get the job done. |
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UAT Entrance Criteria: Don’t Negotiate Against Yourself An important component of any User Acceptance Testing (UAT) plan are the entry criteria. No complex data system will ever be perfect, but starting with lax entrance criteria puts the UAT team in a weak position. |
