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CIO Decisions Ezine: Vol. 8 - The Portfolio Approach

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Nimble employers turn to agile project management


In spirit, both traditional and agile project delivery embody similar principles and practices that aim to deliver measurable results. Traditional project delivery can be described as a “waterfall” approach, which presumes that the requirements, expectations, duration, activities and outcomes of projects can be predicted accurately and planned in a sequence before any actual development activity takes place. As a result, in actual practice, the following factors generally are significant limitations of traditional project delivery:Clients typically have difficulty in articulating all project requirements at the front end.The ultimate goal is to produce a comprehensive requirements document for sign-off by the users/customers before development can occur.According to Sanjiv Augustine, agile project delivery “is a way of managing projects to deliver customer value via adaptive planning, rapid feedback, continuous improvement and intense human interaction and collaboration” (16). Delivering “customer value” is a key aspect of agile project delivery. Agile project management is conducted through the collaboration of a small, co-located team that usually consists of the customer/end user, a project manager, a business analyst (or the role of business analysis) and specialist(s). Specialists could include system developers, subject matter experts, IT architect and/or the sole person with specific knowledge or expertise who understands how all the project pieces fit togethe

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  • CW+: The state of IT project management in the UK

    IT projects are crucial to economic growth. Half of all capital investment today is in information and communication technologies. This investment creates value through the projects that put the technology to work for practical purposes. This growing investment over many years has transformed many aspects of work and society. IT systems and tools are so pervasive that we can scarcely imagine life without them. The importance of IT projects therefore cannot be overestimated.


    By contrast to their importance, IT projects have an unfortunate reputation among the public at large for performance. Personal experiences – of the “I’m sorry I can’t help you, the computer’s down” variety – have been exacerbated by sensationalist journalism based on some very large and expensive failures. The US-based Standish Group’s 1995 CHAOS Report reinforced the view that project performance deficit is widespread, cost and schedule overruns high, and scope delivered low.

  • Tips and Techniques to Pass the PMP® Exam

    Passing the Project Management Professional® (PMP) certification exam can seem like a daunting task when project managers first decide to take the leap. Just like a project management plan, if you carefully map out your study plan, you will be successful.

    You must understand several key concepts, be intimately familiar with the five process groups and ten knowledge areas, understand project management terminology, and learn to think like PMI.

    It is also important to set study goals, create a schedule for success, and commit fully to passing the exam in order to obtain your PMP® credential. Following the best practices outlined here can put you on the road to certification and will have you prepared for your PMP® Boot Camp.

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