Related Content
 |
Risk Helps Set Realistic Project Sponsor Expectations This is an article about three ideas: project sponsorship, project wagers, and risk. Understanding their relationship is critical to becoming more effective as project managers, and organizational leaders. |
|
 |
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. |
|
 |
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. |
|
 |
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. |
|
 |
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. |
|
 |
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. |
|
 |
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. |
|
 |
Righteous Confusion When a project manager is confused, sometimes the problem is the situation and not the PM. |
