As organizations modernize to meet computing demands, they face enormous challenges when it comes to the topic of retiring old applications. Consigning old applications to the backburner in favor of newer, safer, more stable, and more user-friendly systems is never as easy as it sounds.
by Rob Llewellyn - After working in many countries around the world in dozens of organisations with 1000’s of professionals from all walks of life, I’ve come across an interesting mix of managers and leaders.
by Mel Duvall, CIOZone - It may only be installed on 2% of mobile devices today, but by 2012 research firm Gartner believes Google’s Android mobile operating system could leap into second place globally. In fact, Gartner believes Android will enjoy such a surge in popularity that it will capture 14% of the global smartphone market in 2012, putting it ahead of Windows Mobile, BlackBerry smartphones and even the Apple iPhone.
If the cost, time, and quality benefits of software product line approach are significant, then why is this method for building a product line portfolio not getting the attention it supposedly deserves? Some of the most cited obstacles to product line adoption are investment, development processes, and inadequate knowledge/talent.
Recently I did an interview talking about the most important attributes of an effective project manager and those attributes which undermine a person's ability to manage projects well. It was fun putting together the list and I thought I would share my raw bullets with you.
The Carnegie Mellon University Software Engineering Institute developed the People Capability Maturity Model (P-CMM) to help businesses manage knowledge workers across global borders, as well as between graying and millennial generations. Similar to CMMI, P-CMM has five maturity levels, but the model is focused on the need to improve the capabilities of a workforce as a differentiating factor from the competition.
Insanity is doing the same thing over and over again and expecting different results. So said Albert Einstein. Yet every year countless projects hit trouble for the same reasons, again and again. Why? Because the fundamental principles of effective project management are not being respected.
Many IT organizations have faced a question whether or not to develop using Agile. It has its own well documented merits – such as ability to motivate teams and increase their throughput, as well as deliver a product that meets the customer’s needs very well. A highly motivated team is also more likely to display a greater ability to innovate – a winner all around! In this article, I wanted to share my own thoughts on the suitability of Agile to organizations or projects.
Whether or not one is a naturally paranoid person is something only one’s closest friends and family can really judge. However when it comes to overseeing projects, a Project Manager – in my opinion – has to develop a healthy degree of paranoia, regardless of their natural predisposition.
Management by Procrastination is alive and well in project management. My theory is that 90% of non-scope items that you are asked to do will be changed, dropped or done by someone else before you can get to it. The trick is to figure out which items make up the other 10% and do them.
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