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Tag Archives: project management

The Human Equation in Project Management

Approaches to project management have focused on the systems, procedures, and software put in place to determine progress and likely outcomes. These outcomes are usually expressed in terms of cost, schedule, and technical achievement against the project requirements and framing assumptions—the oft-cited three-legged stool of project management. These analytics, and the methodologies used to derive them, are effective in recording progress as it occurs. Analytics are then compared against an expected outcome over time based ...

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Organizational Project Business Management and PMOs: Executive View

Written with Darrel G. Hubbard Introduction During our PMO case study research over the past 13 years, we delved into the construct, organizational concept, and framework of Organizational Project Business Management (OPBM). In addition, we delved deeply into the models, framework, and organizational concepts of the Project Business Management Or­ganization (PBMO). We documented those research results in our latest book, A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts {Bolles ...

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Managing Distributed Projects

Projects are increasingly distributed across different sites. But distributed teams and suppliers complicate communication and create numerous frictions. Over half of all distributed projects do not achieve their intended objectives and are then canceled. Traditional labor cost-based location decisions are replaced by a systematic improvement of business processes in a distributed context. Benefits are tangible, as our clients emphasize: Better multi-site collaboration, clear supplier agreements, and transparent interfaces are the most often reported benefits. There ...

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Program Management vs. Project Management

Programs and projects have several elements in common. For instance, they both start with “pro.” But more critically, they both deal with change. In a post for the PM Perspectives Blog, Simon Harris reflects on the important connection between program and project management for business success. Pro Tips When it comes to the current treatment of program and project relationships, Harris has a bone to pick that none of the major guides really distinguish what ...

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How to Be the Best Project Manager for Your Team

When it comes to running a business, you simply cannot have your cake and eat it too if you want to get the job done. You cannot be everyone’s best friend for fear of conflict. You have to find the right balance of care and candor in order to be able to lead your team. In a post for Project Management Basics, Dmitriy Nizhebetskiy goes over the dos and don’ts to be the best project ...

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Why Senior Executives Neglect Project Management

Project management is often viewed by senior executives as an unimportant means of strategy execution. Through research, the reasoning has been found to be that organization heads view project management as highly technical, best left to IT people to bang their wrenches at. In an article for CIO.com, Antonio Nieto-Rodriguez goes over the top three reasons why senior executives neglect project management: It’s disregarded by business management gurus. It’s ignored by most top MBA programs. ...

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Managing IT Projects Offshore: The Project Manager’s Perspective

Many successful businesses know that teams no longer need to be located in precisely the same space to be successful. Working with satellite offices and outsourcing can be standard elements of a project now. In an article for Project Smart, Duncan Haughey looks at the project manager’s viewpoint and shares what he or she should expect from an offshore team. Expectations Here and Abroad First, while it may seem like a negative and you would ...

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7 Critical Project Management Mistakes

How do good intentions result in smoldering craters? What series of mistakes resulted in this critical mass? When it comes to project management, there is any number of culprits. In an article for DZone, Jessica Morgan outlines seven potentially woeful mistakes: Selecting the wrong person to be project manager Communicating poorly Not dedicating enough time to planning Lacking clear project scope Setting unrealistic expectations and deadlines Ignoring risks Neglecting client satisfaction Moments of Impact A ...

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10 Tips for Gracefully Killing an IT Project

Killing an IT project requires more than a rifle and a backyard. It is a multifaceted process with ramifications for many. In an article for TechRepublic, Scott Matteson describes 10 tips to put an IT project to sleep cleanly and peaceably: Get buy-in from project stakeholders and agree on conditions. Impossible projects are easier to end. Communicate what was and was not in the business’s control. Emphasize what you can still do. Stress the need ...

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How to Identify Scope Risks for Clear Sailing

It’s not too hard to believe that some of us do not have a perfect understanding of scope. But when the idea of scope is fuzzy, it will not be possible to identify all the critical scope risks—which can be costly. In a post for the Project Risk Coach, Harry Hall says, “It’s like an overdrawn bank account. There are all kinds of penalties and fees” when scope risks are left unaddressed. There Is No ...

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