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How to Build a Pluggable IoT Pipeline in AWS

White Paper | July 23, 2018

As far as modern architectures go, there are few more complicated than an IoT pipeline. You’ve got to consider an ingestion layer (typically streaming) that may undergo manic load. You’ve got to think of data tagging, storage (probably across multiple engines), archival and access—both internal and external. And all of it has to scale like crazy, be as cost effective as possible, and use automation wherever it can. Oh, and your boss needs the IoT pipeline built by tomorrow. Short timelines? Tight budget? Unrealistic expectations? Unfortunately, these asks are realities for many cloud professionals. AWS knows this and is here to help.  

Playing the Joint Project Manager-Business Analyst Role

White Paper | May 15, 2018

Being able to play both roles of a project manager (PM) and a business analyst (BA) is a great skillset to have. Learn how to ensure your team gets what it needs in these two key roles so that you all can deliver successfully.

The Tools and Techniques Useful in Quality Planning, Assurance and Control

White Paper | March 29, 2016

When creating products, providing services and achieving results, consistency is the goal of quality management. This white paper gives you a basic overview of the tools and techniques you need for quality planning and quality assurance. Learn which resources help you to evaluate programs, prioritize objectives or discover problem areas. Featured within this white paper are Kaoru Ishikawa’s seven quality tools which include flowcharts, histograms and cause-and-effect diagrams. 

A Guide to Simplifying InfoSphere DataStage Change Management

White Paper | Aug. 19, 2015

Managing the change of DataStage components can often become a test of wills. Picture fitting a square peg in a round hole, and you might start to get the idea. The complexity of what is required to promote components from one environment to another during the development, testing, and eventual implementation in the production environments, should be and is often a controlled activity.

Project Team Member Performance

White Paper | May 21, 2015

Most project team members report to a functional manager who controls their assignments, performance appraisals, raises, bonuses, etc. Until recently, project managers (PMs) had little input into any of these processes. In this paper, learn how a PM working in a functional or matrix organizational structure can get team members to perform.

Are All Those Project Management Tools Really Needed?

White Paper | April 17, 2015

The tools described in this white paper are essential PM tools. Tools that will best be used, regardless of the project, are the WBS, communication model, and the precedence diagram. The other tools will be needed depending on the project.

How to Enhance Your Global Project Management Competencies

White Paper | April 17, 2015

Good global project managers develop their own competencies, and those of their team members. We can use technology to bridge distance, but also focus on the human aspects of culture, work habits, management style, English as a mandated language, communication, and uncertainty. Perform a self-assessment and assess your team members, then look for on-the-job and other improvement opportunities. A good way to learn more about how to overcome these challenges is to become involved in the international community.

The Internet of Things: A Primer for the Curious

White Paper | April 08, 2015

Like it or not, Internet of Things (IoT) is upon us. There are a number of factors that will impact its adoption rate, and the inevitable privacy (or lack of) discussions will likely happen sooner than later. This is going to change the world as we know it, in many cases for the better. But we will need to keep an eye on the extent to which it invades our personal lives if it is going to be the positive force it has the potential to be.

Intersecting Project Management and Business Analysis

White Paper | April 15, 2014

Effective requirements collection at the outset of the project is the key step that will ensure that the project manager can deliver what is actually expected. In this respect, the business analyst must become a key ally and advisor to the project manager. Most project managers are not trained business analysts, so taking advantage of the skill set that a business analyst can offer can greatly enhance the possibility of project success.

A Unified Model for Describing a Project Plan

White Paper | June 05, 2013

This paper proposes a unifying model for project plans. A distinction will be made between the outputs of project planning and the project plan itself. The significance of this distinction is to allow projects of all types to be described at a high level, in a common language, regardless of the type of analysis used to develop the plan.