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The change we have been talking about for years is here: IT Departments are being torn apart and reassembled in new and interesting ways, as one by one companies make their move to the Cloud. As predicted, IT Pros are being asked to take on new and different roles and to be more involved in the business. In this session, we will look at some of these new roles; what’s working, what’s failing, who is succeeding and who has been left behind. Being an IT professional today is exciting as it is scary. There is lots of opportunity; but so many gaps to fall into. It is time to take inventory and ask yourself: are you well positioned to succeed? Related: Ten IT Skills on the Brink of Extinction
Let's look at 10 ways the cloud will change (and to a large degree already has changed) the world.
This article defines many of the most commonly used terms in the virtualization vocabulary.
If you want to stay relevant as an IT professional, you have two choices: evolve your current skills or make a big change.
Whether you are just getting started in business analysis or want to gain a better understanding of certain aspects of business analysis, we have compiled a list of frequently used terms to help you get started.
Modern quality management and project management are complementary. They both emphasize customer satisfaction and the underlying belief that quality leads to customer satisfaction. The main objective in quality management is making sure that the project meets the needs it was originally created to meet—nothing more, nothing less. In other words, to ensure quality, you must meet the needs of the stakeholder.
This webinar focuses on assisting leaders who are determining whether Agile is right for their organization. In one hour, we will take you from the basic concepts of Agile methodology to understanding the process and what your role is as a leader. You will learn the challenges and benefits and how an Agile culture can fuel your teams and provide value for your customers faster.
The question of how a project manager working in a functional or matrix organizational structure gets team members to perform is asked in almost every project management class I have taught.
Agile project management literally turns the world of managing projects upside down. The triple constraint is balanced in an unconventional way, the role of the matrix team coordinator is downplayed, and risk management can be built into the prioritization approach. So, what is left for the PM to do?
Resource management is always an issue in any project, especially when the stakeholders from whom we need time have operational duties to perform. If our requirements team was at our disposal 100 percent, always completed activities on target, and worked a full eight hour day without distraction or a loss of productivity, then estimating time would be simple. In this paper, we explore standard approaches to time estimation, the dangers of multi-tasking, and estimation alternatives, which consider work habits and productivity norms.