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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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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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Securing Software Deployments: Understanding Your Attack Surface As organizations embrace new technologies to modernize their business processes, they increase their attack surface. Since it is easier to protect a small attack surface, organizations should strive to minimize it to reduce the risk of a successful cyberattack. |
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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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The Cost of Running Late Projects exceed their predicted schedules for many reasons. The cost consequences of some delays are obvious, but some are subtle. Knowing the expected costs of delays is vital to supporting informed decision-making. |
