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Moving out of the Process Twilight Zone Many organizations struggle with inconsistent work management, hurting product development. Leaders must recognize this, invest in improvement, and adopt a coherent model to boost results. |
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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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Overcoming Challenges in a Complex Software Development Project: A Case Study In this case study, we explore the unique challenges faced by a team tasked with developing a complex software product using Agile methodology, discussing the solutions they applied to overcome these challenges and successfully deliver the product. |
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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. |
