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Project Management is the discipline of organizing and managing resources in such a way that these resources deliver all the work required to complete a project within defined scope, time, and cost constraints. This property of being a temporary and a one-time undertaking contrasts with processes, or operations, which are permanent or semi-permanent ongoing functional work to create the same product or service over-and-over again. The management of these two systems is often very different and requires varying technical skills and philosophy, hence requiring the development of project management.
White Paper Published By: GoToMeeting
Published Date: Jul 08, 2011
Distributed workers - just like their on-site counterparts - need to collaborate with coworkers, partners and customers to stay productive. But in today's global business climate, frequent travel is no longer a viable option.
This new SandHill Group white paper explores recent study findings to better understand the powerful advantages of SaaS technologies in addressing the challenges of a global market, virtual teams and an ever-changing business climate.
This video describes that maturity lifecycle and the key management activities you will need to get past these tipping points, drive virtualization maturity and deliver virtualization success, at every stage of your virtualization lifecycle.
White Paper Published By: GoToMyPC
Published Date: Apr 06, 2011
This interactive eBook by Robert Pagliarini, explores how to create more time, energy and passion so you and your employees can focus on what's most important, achieve your goals and experience a sense of purpose.
White Paper Published By: IBM
Published Date: Dec 06, 2010
Although great strides have been made to automate most services, government agencies remain burdened with processes that require high levels of manual intervention that, in turn, can lead to operational inefficiencies.
Requirements excellence cannot be achieved without first understanding the critical capabilities of requirements maturity, and recognizing your organizations strengths and weaknesses. In order to develop a focused plan of attack, it is necessary to assess your requirements practice in each of six areas: process, technology, staff competency, organization, techniques, and deliverables. You will then be armed with the information you need to identify key improvement opportunities, recognize organizational strengths, and form concrete goals for action.
Requirements quality is tangible. It is possible to look at the specific characteristics of requirements documentation and determine if it is sufficiently clear, accurate and complete to lead to a successful project. Since flawed requirements trigger about 70% of all project failures,1 this paper will present some hard and fast rules for looking at requirements documents, in any format, and being able to determine if they are reasonably well constructed. It will outline the key points to look for in a requirements document, and why this can save a company hundreds of thousands of dollars. Finally, it will offer five straightforward questions to address when evaluating requirements quality. The paper is not intended to be a full audit of requirements, but rather act as a guide and checklist for evaluation.
If your organization is not predictably successful in technology projects, there is likely an issue in requirements. CIO?s must take action and own requirements maturity improvement. CIOs are in the best position to sell requirements maturity improvement to the organization and can greatly help the process by effectively communicating required actions, and ensuring a suitable resources allocation. There are 6 things your CIO needs to know to help him/her in their role of requirements change advocate.
Great requirements are free! Everybody understands that requirements are important, but
most do not internalize that fact and take action. In this fast-paced 8 minute video microcast you will find out that great requirements definition and management can dramatically reduce the cost of projects while greatly increasing the likelihood of success.
Nearly three out of every four companies have low requirements maturity and achieve the business objectives of their projects only 54% of the time. Low requirements maturity undermines every major measure of development efficiency and simply leads to poor project results.