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4 Articles match "Project Management","Resource"
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Foundations of IT Project Management
Develop a foundation in core Project Management concepts. Apply core Project Management concepts to managing an information technology project. Discover and apply Project Management tools and techniques applicable to each phase of a System Development Life Cycle (SDLC). dynamically changing business In today?s s
DevelopMentor Courses
- Friday, June 12, 2009
Rescuing Troubled Projects
Develop working definitions of project success, failure and trouble. Discuss how and why projects get in trouble. List and discuss the root causes of project failure. Discuss techniques for performing project reviews. Determine the type of project review required Develop the Intervention Plan for fixing a troubled project. Discuss techniques and strategies for recovering a troubled project.
DevelopMentor Courses
- Friday, June 12, 2009
Project Communications Management
Discuss the processes of Project Communication Management and a project manager?s Discuss key elements of project management communications and reporting. List and discuss elements of a Communications Management Plan. Discuss techniques for distributing s role in it.
DevelopMentor Courses
- Friday, June 12, 2009
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9 Articles match "Project Management","Resource"
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The Open Source Software Myth
Once in a while I get asked my opinion on Open Source Software projects. But as a project management or product development technique I can’t say I recommend it. First there is no single OSS development model: Apache has a stack of IBM cash, GNU C++ is largely volunteers with chip makers (and others) contributing expertise and resources to help their own products, Mozilla was seeded by Netscape and has done a good job of marketing itself, etc. Personally I think Open Source software (OSS) is great: Apache, GNU C++, Linux to name a few. There are two reasons I give
Allan Kelly's Blog
- Monday, August 25, 2008
Heathrow part 2 – a major learning failure
To recap: BAA decided that T5 was such a big project, and so strategically important, that they couldn’t follow “traditional” construction practice and outsource it to the cheapest bidder. ( A quick look at the Wembly Stadium debacle is enlightening .) So, BAA more or less re-invented construction project management along lean principle and delivered their new terminal on time and on budget. I’m really disappointed, for years I’ve been pointing to Terminal 5 construction as a great example of lean ideas at work. It gets delivered on schedule and then what?
Allan Kelly's Blog
- Sunday, April 20, 2008
For all my IT contractor friends in the City: Rates are up
This is logical, the City pays well, jobs come and go but there are always projects, they just move around. Most of the problems I have seen or been told about in the City are down to: • No shared goals between departments, call it political infighting if you prefer couples with: • Individuals who will not share their knowledge: traders, analysis, quants and yes, especially IT people • People who don’t understand IT and a continued belief that IT is like any other resource to be managed the same way. Over the last few months there has been a reoccurring topic at any gathering of IT workers in London: What does the turmoil in the financial markets, the so called ‘credit crunch’ mean for employment?
Allan Kelly's Blog
- Saturday, February 16, 2008
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Book review: Agile Project Management with SCRUM (and rant)
It is difficult to say anything bad about Agile Project Management with Scrum (Schwaber, 2004). It sticks to its topic - managing projects using scrum. It is clear to me now (if there was ever any doubt) that Scrum is the management side that is missing from XP. My own Blue-White-Red process is in effect an example of Scrum and XP (both modified) being used together. It is a short book, lucid and easy to read. Rather than present Scrum in depth (which I think he has done elsewhere) Schwaber walks us through a set of small case studies and reflections
Allan Kelly's Blog
- Wednesday, December 5, 2007
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How do you do innovation?
I started to get all excited about innovation on Friday, when one of my managers said: “Allan, do you know anything we can do to improve innovation?” Of course there is one obvious answer: 20% personal projects, its the 3M example – and now Google. Just about everyone seems to have heard this example so I’ll be brief in my comments: at 3M engineers are encouraged to spend about 20% (figure varies depending on who you read There is a lot of hot air spoken about innovation. Indeed, there is probably more talk about innovation than there is actual innovation itself.
Allan Kelly's Blog
- Monday, October 24, 2005
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Heathrow part 2 – a major learning failure
To recap: BAA decided that T5 was such a big project, and so strategically important, that they couldn’t follow “traditional” construction practice and outsource it to the cheapest bidder. ( A quick look at the Wembly Stadium debacle is enlightening .) So, BAA more or less re-invented construction project management along lean principle and delivered their new terminal on time and on budget. I’m really disappointed, for years I’ve been pointing to Terminal 5 construction as a great example of lean ideas at work. It gets delivered on schedule and then what?
Allan Kelly's Blog
- Sunday, April 20, 2008
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For all my IT contractor friends in the City: Rates are up
This is logical, the City pays well, jobs come and go but there are always projects, they just move around. Most of the problems I have seen or been told about in the City are down to: • No shared goals between departments, call it political infighting if you prefer couples with: • Individuals who will not share their knowledge: traders, analysis, quants and yes, especially IT people • People who don’t understand IT and a continued belief that IT is like any other resource to be managed the same way. Over the last few months there has been a reoccurring topic at any gathering of IT workers in London: What does the turmoil in the financial markets, the so called ‘credit crunch’ mean for employment?
Allan Kelly's Blog
- Saturday, February 16, 2008
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Who are you? - identity and change
I’m a software engineer by trade, what I do is write programs, design them too, perhaps get involved in process discussions or elements of project management. And perhaps I want to leave project management to someone else. A project manager I know always speaks to me about projects in terms of “risks” and “tasks to be done” - I once told him I was examining the strategy behind the project and his reply was something like “why are you doing the? Identity has been much on my mind lately. Not identity as in “identity theft” - yes that
Allan Kelly's Blog
- Tuesday, September 6, 2005
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Who owns the product?
I’ve mentioned a few times that I’ve recently moved from software development to product management. Before you ask I’ll admit it, my project is not running Agile/Lean. Because a) it was running when I got involved, b) its a “small” project – small in the sense of number of people involved. Consequently I’m getting a different view of the development process. And of course, I have to deal with developers who never seem to do quite what I had in mind or when I had it in mind!
Allan Kelly's Blog
- Wednesday, September 14, 2005
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Knowledge based product development
I've commented here before that I have recently become a Product Manager - when I say recently it was almost six months ago now. Of course I want to be a good product manager so I've been looking around material to tell me how to be a good product manager, much to my surprise I find that there are very few books written on the subject of product management. Indeed depending on your industry the role of Product Manager differs. Today is my birthday, I always like where possible to take the day of work and do something enjoyable. This time I’m at home
Allan Kelly's Blog
- Friday, September 30, 2005
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