Product & Process Development Kaizen for Software Development, Project, and Program Management Discussion--Presented at the LPPDE Conference
Discover the three steps to product improvement...
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The Project-Capable Organization
Many organizations, while desiring to become effective at project execution, have not formally developed the necessary support structure to achieve this goal. Project management within organizations has often been implemented in an ad-hoc, haphazard fashion with widely varying levels of project manager competencies, use of differing methodologies and processes, and multiple, poorly integrated tools. This has led to poor project delivery, lack of project visibility and the inevitable "surprises" when project are late, over budget or of poor quality.

Statistics for project failures, (those projects that are late, over budget, delivered without the required functionality or quality levels,) have remained fairly consistent for the past 10 years, hovering at around 70%...
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Managing Schedule Risks
The hope that risk can be "programmed" out of a project schedule is a false hope. However, you can manage uncertainties by understanding the risk types they represent, and...
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Connecting IT and Business Value
Learn about connecting IT and business value by defining the intangible benefits through the Balanced Scorecard...
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Building a Risk Tolerant Schedule
Technical and programmatic disruptions in project plans don't need to negatively impact costs, performance, or schedule metrics. But, traditional approaches to planning are not an adequate defense. This white paper outlines the six steps for building a risk-tolerant schedule...
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Managing Risk as Opportunity
With uncertainty come opportunity. But if a project manager is consumed with managing the risks, there is little time to manage the opportunities. Good risk management is not about fear of failure; it is about...
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Connecting IT and Business Value by Defining the Intangible Benefits Through the Balanced Scorecard
Nicholas Carr's, Does IT Matter? asks the question - "isn't it enough for IT to enable companies to operate more efficiently or deliver better services, to reduce costs or heighten customer satisfaction?" This is an IT infrastructure question, not an IT strategy question - the two are both important but...
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