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A major challenge of problem determination is dealing with unanticipated problems. It is much like detective work: finding clues, making educated guesses, verifying suspicions, and other considerations. An ideal strategy for problem prevention is to monitor the system regularly. Use the strategies outlined in this paper to minimize downtime and detective work so you can maximize performance.
Introducing new talent to an established organization can be difficult for many reasons. Seasoned employees may view the incoming new hires as "too green" or as not having the required skills to contribute in a meaningful way. They may worry about having to "waste time" teaching the newbies things that they should already know or get aggravated when the new employees are not familiar with "the way we do things around here." Additionally, it is difficult to know if the right new hires are being put into the right positions for their interests, abilities and talents. After all, a resume and an interview can only tell a hiring manager so much about the person they are bringing on board, and often talented employees are simply being put into a role that is not a good fit.
We often discuss how to manage projects, but we overlook an essential step: proving project value. Proving project value ensures that organizational strategies are aligned with project objectives.
My most recent blog addressed whether PMP and CAPM boot camps are worth the time and effort. I concluded that for most exam writers, it really did make sense to buckle down and take advantage of all that a quality boot camp offers.
Change is the order of the day, and if anything, the pace of business and technology change is accelerating. The business and customers are looking to IT service providers to be more responsive, delivering more frequent service changes with higher quality-resulting in services that deliver more value to the business. In order to continue to be relevant and of high value, ITIL must continue to benefit from other complementary best-practices for IT. DevOps, an approach that encourages improved communication, collaboration, and teamwork across development and operations, can have a positive influence in improving ITIL processes across the service life-cycle.
The past months have seen the release of both the International Institute of Business Analysis (IIBA)'s long-awaited A Guide to the Business Analysis Body of Knowledge (BABOK® Guide) v3 and the Project Management Institute® (PMI®)'s Business Analysis for Practitioners. While both represent interesting developments in the field of business analysis, they also provide lots of information to process. There's no need to go it alone! Join Global Knowledge instructors Cheryl Lee and Adam McClellan for this complimentary, hour- long webinar to learn about the differences between the two guides, how both guides compare to the previous version of the BABOK ® Guide, and where all this might be going.
As organizations look to do more with fewer resources and leverage scarce knowledge better across their entire organization, we see lots of companies moving to matrix structures. A matrix structure can be defined as “a mixed organizational form in which normal hierarchy is overlaid by some form of lateral authority or influence resulting in two chains of command — one along functional lines and the other along project lines.”
Complexity has always been a part of projects. But today, globalization, new technologies and changing markets have combined to add to the complexity. Today's projects have more stakeholders, more ambiguity and more politics than ever, and project managers need new tools and approaches to succeed. Join Alexander Stanisic and Michelle Moore of Global Knowledge for an information-packed hour on how to manage the complexity of the 21st-century project.
In many organizations, the Program/Project Management Office (PMO) is viewed as purely a cost center, so it becomes marginalized by additional layers of bureaucracy, oversight and cost. But the essence of the PMO and portfolio management in general is to add value to the organization. So how do organizations reconcile the cost of the PMO versus the value it adds? The short answer is to flip the conversation on its head and talk about the PMO as a revenue driver rather than a cost center. In this hour-long webinar, Global Knowledge PMP-certified senior product manager Daniel Stober will explain how, by focusing on efficiencies gained and reduced waste, you can shift the conversation from the PMO being a necessary evil to the PMO being critical for organizational success.
For project managers, meeting stakeholder expectations means that you have to know what the expectations are to begin with if you are ever expected to meet them. After expectations have been set, follow up with your stakeholders to ensure that the expectations haven't changed. People change their minds often, so communicate in order to influence their perceptions and expectations. You may be surprised how simple communication and understanding expectations can positively affect your next project.