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Six
ways I.T. projects fail—and how you can avoid them
By: Steve Ulfelder
www.darwinmag.com
Fewer than a third of IT projects
(a lot less, some say) are completed on time, on budget and
with the promised functionality.
Estimating
a project: An ITworld.com special report
By: Stephanie Davidson
www.itworld.com
Estimation can influence whether a project
lives or dies. Simply put, the estimate is crucial to both
the project’s success and the project manager's career.
IT
Project Planning
By: Susan H. Cramm
www.cio.com
If you can get a senior business executive
to commit to delivering specific results on an IT
project management, you will have done most of the
heavy lifting necessary to ensure success.
Managing
Projects with a New View
By: David Foote
Enterprise Project Management (EPM)
may be the perfect solution for companies struggling to adapt
to Information Age business realities.
A
Close Second
By: David Raths
www.infoworld.com
As overworked CTOs take on more strategic business functions, they must develop their seconds in command to shoulder IT's increasing responsibility.
Why
We're Still Talking About Alignment
By: Eric Berkman
www.cio.com
A historical perspective on the evolution of business and IT alignment. Provides a strategic outlook on how to best manage current alignment problems, identify and implement emerging solutions.
Tips
on Prepping IT For E-Business
By: Barb Gomoloski
www.itworld.com
Flexibility is what really counts when it comes to organizing for e-business.
Opportunity
Buys Loyalty
By: Joanie Wexler
www.computerworld.com
What makes an IT department like General Mills' one of the most successful at retaining valuable employees?
The
Centralization/ Decentralization Debate
By: Jim Champy
www.itworld.com
During the IT centralization/decentralization debates of the '70s and '80s debates, managers argued over who should control the IT function. Now, the Internet is reviving the argument.
The
Emergent Organization
By: Michel Thiry, PMP
Traditional organization style designed to thrive on mass production, stability and growth cannot be fixed to succeed in the current world where customers, competition and change demand flexibility and quick response.
Making
a Case for Today's IT Leaders
By: Dan Cohen and Gerry Pulvermacher
www.computerworld.com
Even though IT Project Management
leaders are rarely thrust into the spotlight, they have more
influence today on their organizations' destinies because
virtually every employee function, business transaction and
customer interface now involves an IT component.
Are
Your IT Priorities Upside Down?
By: Jagdish N. Sheth and Rajendra
S. Sisodia
www.cio.com
For too long, IT investments—and the attentions
of IT executives—have focused on the back office; it is time
for IT to move aggressively to the front lines. It is time
to turn your IT project management priorities
upside down.
Happier
Projects
By: Gobal K. Kapul
www.computerworld.com
If just seven simple steps had been followed,
the outcome might have been different in projectizing IT.
A
Learning Loop for Successful Program Management
By: Michel Thiry, PMP
Complete Project Management
Model, supports evolving decision making process.
The
CIO as Coach
By: Eric Goldfarb
www.cio.com
The following six guidelines can help IT
project management enhance a climate for success
and focus on attaining results from IT, instead of merely
following a laundry list of objectives from the business.
Fast,
Cheap and Under Control
By: Derek Slater
www.cio.com
MISSED ANY PROJECT DEADLINES
LATELY? Almost everybody has; after all, 28 percent of all
IT projects get killed, and only 26 percent are completed
on time and on budget, according to consultancy Standish Group
in West Yarmouth, Mass.
Project
management: An ITworld.com special report
By: Stephanie Davidson
www.itworld.com
Ever feel that project management
is like running a three-ring circus? In most cases, you've
got a monumental task, an unmotivated team, scattered resources,
limited time and lots of pressure.
Prolonged
IT Projects: A Thing of the Past?
By: Lucas Mearian
www.computerworld.com
The sun is quickly setting on the day when
IT managers can approach their companies' top executives and
propose three-year IT projects that promise
only increased internal productivity.
The
Year 2001 Problem
By: Meg Mitchell
www.darwinmag.com
Are you getting the best return on all
that money spent on Y2K? Not if you're wasting the skills
your people acquired.
Summer
School For Execs
By: Jill Vitiello
www.computerworld.com
Forget the beach, barbecue or RV. Summer
is the time to fine-tune your leadership skills. We found
some programs worthy of your consideration.
Study:
IT Employees' Work Hours Rise 30%
By: Julekha Dash
www.computerworld.com
IT professionals have spent one-third more
hours on the job this year than they did last year, according
to a report issued last week by meta group Inc.
Free
Advice: A Business Plan For IT
By: Roger Dick
www.informationweek.com
Developing a strategic IT plan can help
you avoid a long, expensive journey.
Come
Together
By: Sarah D. Scalet and Lafe
Low
www.cio.com
CIO brought together three IT leaders and
three business leaders and presented them with a daunting
task: Decide on the best ways to achieve alignment.
The
View From the Top
By: Sara D. Scalet
www.cio.com
Former IT Project Management
leaders who now occupy seats at the management table have
an evolving IT perspective. Here's how they see it, then and
now.
Trickle-Down
Theory: Management Skills Spread Through IT
By: Diane Rezendes Khirallah
www.informationweek.com
There's a trickle-down effect taking place
in IT organizations, but it has nothing to do with economics.
IT
Leadership: Are you the Right Fit?
By: Rochelle Garner
www.computerworld.com
How do IT organizations recognize leadership
potential among their technical staff? To find out, Computerworld
posed a series of questions to high-ranking executives from
the financial, manufacturing and telecommunications industries.
New
Spins on Spin-Offs
By: CFO Staff
www.cfo.com
Could an idea whose time has come and gone
have come again? In the 1980s and early '90s, leading-edge
companies in every business sector imaginable believed they
could spin off all or part of their IT organizations and turn
sizable internal investments into lucrative ancillary businesses.
The
Art of the New Deal
By: Carol Hildebrand
www.darwinmag.com
In the reshuffled game of technology leadership,
how to you play your cards right? Start with these 10 winning
strategies.
Test
of Faith
By: Diane Rezendes Khirallah
www.informationweek.com
Managers' outlook for the economy and IT
spending is weakening. But confidence in their own companies
is another story.
Big
Brands, Small I.T.
By: Stewart Deck
www.cio.com
Four companies, famous for doughnuts, hot
sauce, bike locks and a lubricant spray, reveal that you can
promote a high-profile brand with a small IT staff.
The
New, New IT Strategy
By: Tom Davenport
www.cio.com
First there was reengineering. Then ERP,
KM and CRM. Is e-strategy the next killer app?
IT
Leaders Must Rise in Face of Tougher Times
By: Pimm Fox
www.computerworld.com
Rising energy costs, higher prices for
raw materials and a slowdown in home building characterize
the current state of the economy. The corporate landscape
is dotted with weekly layoffs numbering in the thousands.
How
to Build a Better CIO
Source: CIO.com
www.cio.com
It's not that i don't have a sense of my
own future, it's just that I have a tough time picturing the
reality of an individual day if it's more than, say, three
months away. If you want to get me to agree to do something
I really don't want to do or go someplace I really don't want
to go, just ask me six months ahead of time.
Positive
Thinking
By: Cheryl Rosen
www.informationweek.com
In spite of budget cuts, many business
and tech managers are still confident in IT's ability to bolster
the bottom line.
Leaders
Among Leaders
By: Marrianne Kolbasuk McGee
www.informationweek.com
It's no surprise to anyone who's ever attended
an IT Project Management conference, gone
on a technology-product sales call, or sat in a computer-science
classroom on a college campus: Men far outnumber women in
IT.
Despite
Spending Slowdown, It's Full E-Speed Ahead
By: John Gantz
www.computerworld.com
You may think that because of the current
talk of capital spending slowdowns and the Internet stock
crash, you may get some sort of breather in rolling out major
e-business applications.
IT
Treads Cautiously Through Tech Recession
By: David Essex
www.itworld.com
This year, numerous IT vendors have announced
layoffs and are witnessing poor or disappointing financial
results. Tough times have spread far beyond the headline grabbing
dot-coms.
Lose
the "E"
By: Christopher Hoenig
www.cio.com
While the Internet era certainly makes
new demands on leaders, e-leadership is not the answer.
Carving
Out Time
By: Patricia Wallington
www.cio.com
It's no secret that many CIOs and IS employees
question the advantages of IT project management
certification. But if you look closely at the issues, you'll
see that benefits come in two important guises: project efficiency
and legal protection.
Virtual
Mentor
By: Richard Pastore
www.cio.com
CIO brings together an IT veteran and a
newcomer for a help session on setting priorities.
It's
Just Like 1995 Again
By: Phil Wainewright
www.internet.com
Back in 1995, an enormous buzz took hold
in the IT industry, as the popular emergence of the Web browser
and the creation of Java seemed to have laid the foundations
for a completely new form of computing.
How
To Make In-House IT Compete
By: Alex Kozlov
www.internet.com
Internal IT organizations have a mandate
to deliver quality products and services to their companies
at a reasonable cost.
Shark
Repellent
By: Eric Berkman
www.cio.com
Suddenly CIO Edward Nesta got hit with
a $50,000 bill for services he never asked for. Naturally,
he refused to pay. Naturally, the vendor threatened to sue—in
Japan.
What
Should CIOs Do to Lead During Hard Times?
By: Martha Heller
www.cio.com
If Y2K Put CIOS on the map, and e-business
moved them to the threshold of the executive boardroom, the
country's predicted economic downturn will either give them
a permanent place at the table or send them packing.
Project
Management
By: Michel Thiry
It is important to note that the field
of project management is an extensive one.
Manage
Scope
By: Tom Mochal
Scope is the way that we describe the boundaries
of the project. It defines what the project will deliver and
what it will not deliver. For larger projects, it can include
the organizations affected, the transactions affected, the
data types included, etc.
Manage
Metrics
By: Tom Mochal
Gathering metrics on a project is the most
sophisticated project management process, and can be the hardest.
Making
Change
By: Philip Diehl
www.darwinmag.com
The U.S. Mint's Philip Diehl found that
overseeing an enterprisewide systems project is no easy task.
Especially when you've got a deadline you can't afford to
miss.
Project
Versus Programme Management
By: Geoff Reiss
www.e-programme.com
Project management tools
are wide of the mark by today's standards. Expertise in project
management software must be used to rethink the design
and use of these tools.
Looking
Back, Looking Ahead
By: Karl Wiegers and Johanna
Rothman
www.sdmagazine.com
Retrospectives provide a structured opportunity
to look back at the project or phase you just completed. You
might see practices that worked well that need to be sustained,
or you might see what didn't go so well and gain insight into
how to improve.
Project
Management Overview
By: Edgardo Mejias, M.S.
www.enterprise-works.com
Project Management (PM)
is not a science, but rather an aggregation of best practices,
skills, and techniques used to successfully plan and manage
the implementation of a new system.
14
Key Principles for Project Management Success
By: Michael Greer
www.michaelgreer.com
Project managers must focus on three dimensions
of project success. Simply put, project success means completing
all project deliverables on time, within budget, and to a
level of quality that is acceptable to sponsors and stakeholders.
Ten
Guaranteed Ways to Screw Up Any Project
By: Michael Greer
www.michaelgreer.com
Don’t bother prioritizing your organization's
overall project load. After all, if there’s a free-for-all
approach to your overall program management,
then the projects that survive will be those that were destined
to survive.
Measuring
Up
By: Lynda Radosevich
www.cio.com
Juggling all the elements in complex IT
projects takes more than experience and gut instinct.
It takes metrics.
Planning
To Build a Team: Using Modern Project Management Tools to
Build a Project Team
By: Mark Durrenberger, PMP
Are you tired of being surprised by your
projects? Frustrated by poor communication and planning before
jumping into action? This article delivers a process and schedule
that addresses these concerns.
Gantt
Charting
By: Dr. Himmelfarb
www.bizbasics.com
Critical path project management
is a method of calculating the total duration of a project.
It is based on an understanding and graphical display of individual
task durations and interdependencies.
Project
Planning
By: Dr. Himmelfarb
www.bizbasics.com
We all know only too well the stresses
of new product development management. Budgets are getting
tighter, resources are slim, product development schedules
are being even more compressed and the drive to get the best
products to market on-time and within budget has intensified
due to competitive pressures.
Selecting
Projects
By: Dr. Himmelfarb
www.bizbasics.com
New product development is a gamble, even
under the best of circumstances. At one time it was appropriate
to decide whether to go forward with a development project
by "gut feel".
IT
Metrics for Success
By: Deborah Asbrand
www.informationweek.com
Despite years of coaxing, IT organizations
are largely reluctant to institute project-management
metrics programs. IT departments at small and midsize companies
in particular seem disinclined to institute policies to track
the performance of development projects.
'Viewing'
The Project
By: Ed Yourdon
www.computerworld.com
It is a old joke that IT development projects
are on track until a week before the deadline, at which point
the customer discovers that the project is really six months
behind.
Keep
Your Project On Track
By: Neil Potter and Mary Sakry
www.sdmagazine.com
As a software developer or project manager,
you're probably more than aware of the problems that plague
your organization. The problem list typically starts with
overwhelming commitments and deadlines: The marketing department
has been promised the first shipment by December.
Red
Light, Green Light
By: Tracy Mayor
www.sdmagazine.com
A project-tracking "dashboard" tool helps
GM North America keep IT projects on the
road.
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