The reigning days of segmenting a company are behind us. Oh sure, there will always be divisions and departments by necessity, but Morton has other ideas.
Do you recognize the line between management and micro-management? A key quality of a good project manager is learning when to be hands-on, and when
If you’ve never encountered a major technical issue resulting in significant damage and/or downtime to your system, count yourself lucky and be forewarned. Let’s take a look at how these companies have responded to their issues.
Agile emerged in the early 2000’s as an alternative to the traditional waterfall-style management that many felt was at the root of common issues such as delays and poor internal communication. Closely related to emerging methodologies such as Extreme Programming and DSDM, Agile came on the scene with the publishing of the Agile Manifesto in 2001.
Coming off the heels of our three-headed discussion of requirements analysis, we’re going to branch out into some more project management-focused discussion. Namely, we’re going to talk about the Project Management Institute’s Project Management Body of Knowledge Guide, or PMBOK.
The three primary documents from this phase are the business requirements report, the conceptual systems design plan, and the strategy documents (training, testing, implementation, etc).
