ProjectManagement.com

24 July 2019

IT Project Management for project managers
  • Are Templates Harming Your Project?
    We all know how templates can help us in our jobs. But have you ever considered that your templates could be harming your project? You have to adapt each one, as they are not one-size-fits-all solutions. Here are four things to keep in mind to ensure your templates aren't dragging you down.
  • No, You Don't Have the Best Team-Deal With It!
    As a new project manager, you are unlikely to be surrounded by the best resources available. There's a good reason for that, and it's not an excuse for not delivering.
  • Practice Standard for Work Breakdown Structures - Third Edition Is Now Available
    Updated for iterative, incremental or agile project life cycles, the newly released Practice Standard for Work Breakdown Structures - Third Edition is an essential tool to help practitioners organize, plan and track a project's total scope. Find out how!
  • Are You Delivering Customer Value?
    We all know that agile is about delivering valuable solutions to customers, but is that actually happening in your organization? Do you even know the answer to that question?
  • Creating Sprint Goals: 4 Traps to Avoid
    Sprint goals provide focus and direction to the team. They must be specific, meaningful and manageable, so the team understands what is and isn't included, what value they are delivering, and how success will be determined. Here are four common issues with sprint goals and ways to avoid them.
  • Responsive Strategy: How Agile Can Help
    Adaptive strategy is sometimes a response to fast-changing environments-and sometimes it's just chaotic reaction. Here's how to use agile techniques to tell the difference between the two-and still achieve great outcomes.
  • Saying No, Productively
    Teams will say that they need to learn how to say "no" more often. Actually, they need to learn ways to decline requests in a positive, productive manner. Here are five recommendations for teams to both properly support their stakeholders while also defending their own productivity.
  • The Emergence of Permanent Teams Changes Things
    In more and more software development environments, there is a shift occurring from project-focused work to product-focused work, which is resulting in the creation of "permanent" agile teams. The implications are far-reaching. Let's look at two areas: the backlog and team behavior.
  • Guessing Is Not Estimating
    Project plans are still being built based on guesswork, and those plans and associated schedules become "locked" as the deadline the project must deliver against and the number of people needed to do the work. As a project manager, you must avoid falling into that trap.
  • Topic Teasers Vol. 124: But Agile Won't Work for Me!
    Question: With all due respect to my IT co-workers, agile may be the greatest thing since sliced bread for them, but it won't work for me and my team. We are doing large infrastructure projects for a major city, and we can't be assembling a small team of five to seven people to chat each morning before we decide what to do that day. But I will admit that we do need some help since few, if any, of our projects finish as planned regarding time. Also, the budgets are just a joke, because I don't know if we've ever completed our work anyplace close to the estimated costs. So, make agile fix that!
  • Building a Solid Business Case
    A solid business case is one of the fundamental building blocks of project management. The goals and objectives of any given project, at a high level, are simple-we must be good stewards of our limited resources to ensure long-term competitive edge for the business. This article provides a seven-step process to help.
  • Delivering in the Strategy Spotlight
    When project managers are asked to lead strategically important projects, the stakes go way up. But the fundamental job remains unchanged-and that's something PMs must remember. How do you ensure you don't succumb to the pressure of being in charge of a high-profile project?
  • How to Support Your Organization's Strategic Goals
    Many PMs are given the organization's strategic goals from management-but are rarely given advice and instruction for how they can best support those goals, or information on how the strategy will be implemented. Here are a few practical tips for how you can support your organization's strategic goals.
  • Tips for Leading Without Power
    It can be difficult in a functional organization for project managers who have very little to no power. In this article, the author provides some tips and tricks learned over the years to face this challenge.
  • Operations as a Final Destination to Successful Project Delivery
    Operations play a critical role in the successful maintenance and sustainability of products or services once they are released into production. Employing a disciplined approach to operations management can lead to increased effectiveness, cutting costs and a competitive advantage.

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