Project Management is a strategic competency of organizations that involve the application of knowledge, skills, and techniques to align project objectives with business goals, enabling companies to better compete in their respective market: https://www.orangescrum.com/
Are you making any of these 10 project management mistakesOrangescrum
Most classic project management mistakes that the project managers make when it comes to the more process-related aspect of the job without a solid method for defining and controlling the project’s scope, benefits, deliverables, costs, quality, risks and responsibilities.
Are you making any of these 10 project management mistakesOrangescrum
Most classic project management mistakes that the project managers make when it comes to the more process-related aspect of the job without a solid method for defining and controlling the project’s scope, benefits, deliverables, costs, quality, risks and responsibilities.
Project Management Best Practices: Brock Boddie/General AssemblyGeneral Assembly
You've managed an interactive project or two before, but it could have gone better — want to find out where you might improve? This class is designed to give an overview of the best practices for project management. From developing a solid project foundation to improving communication and collaboration within your team, this class will provide a clearer idea of where you should focus your energy as a project manager.
Want to learn more? Join Front Row today and access on-demand videos, livestreams, and much more: http://bit.ly/1aqAivV
Why Projects Fail + Four Steps to SucceedKevin Wordon
Understand why digital and IT projects fail and discover four simple project management tips to succeed.
Topics covered:
- Agile Decision Making
- The OODA Loop
- Clear Direction & Common Goals
- Defining Requirements
- Forming Your Project Team
A project manager supervises the planning and implementation of various activities in a business setting a project manager usually leads a team of employees and assists with setting goals, time limits and developing work flow charts and project plans. An individual in this arrangement should have both management and people skills as well as superior written and verbal communication skills.
Project Planning: How to Achieve the ImpossibleMindGenius
Nobody launches a new project and intends for it to fail. But time and again projects do fail, for a vast range of reasons.
But there are ways of stacking the odds in your favour. Among the most important is resisting the very human urge to jump straight in. Good planning is vital for success.
Studies show that many projects either fail outright or fail to meet most of their objectives. There are a myriad of possible reasons why this might be the case. Very often, organizations go looking for a culprit and sometimes blame the project manager or even the very concept of project management itself. Sometimes they decide to “fix” the problem by getting all the project managers certified. Or they decide to standardize on a certain tool. And while certification and standardization are laudable things, they do not necessarily address the central problem or problems. This presentation will discuss the top ten reasons why projects fail and briefly discuss solutions to each problem. We will see how such areas as estimates, scope and “the accidental project manager” contribute to the problem.
Most projects start out as great ideas. But, somewhere along the way, project management mistakes are made, communication breaks down, and, most projects—70% of them— end up late, over budget, and on the way to the project dumpster. These 8 projects failed epically, but therein are contained project management lessons any smart manager can benefit from.
We could possibly all think about projects which have “failed” – probably process got worse instead of better, perhaps they were terminated due to cost overruns, or maybe techniques were released with essential mistakes.
Many organizations invest substantial resources in creating their ow.pdffederaleyecare
Many organizations invest substantial resources in creating their own project methodologies,
which are sets of templates, process maps, and procedures that show the normal flow of a project
from start to finish. Other organizations have no formal project management methods, and it is
difficult for project managers and team members to be certain about what phase the project is in.
If informal project management can get the job done, why do we need fancy methods and
processes and terminology? Have you ever been involved in a project that didn’t follow the
standard cycle of initiating, planning, executing, and closing? Is it ethical to under plan or over
plan a project? Why or why not?
Solution
Q1) Informal project management doesn\'t have a detailed project plan outlining the phases,
resources and budget. It is followed by small companies where the project scale is low. The
phases begin and end in a flow rather than being preplanned. Though informal project
management can get the job done for small scale projects with not much budget involved and
relatively lesser sense of urgency for completion, for a project to be successful in all aspects, a
formal project management methodology needs to be in place. Below are the reasons -
1. Though project exceeds the cost expected and gets delayed to a small extent, it is difficult to
quantify and estimate in informal project management methodology and hence the firm doesn\'t
even know the loss being incurred.
2. Allocating, monitoring and controlling resources becomes difficult in informal methods.
3. Lack of accountability results in not owning any issues that might occur in the project.
Q2) Example of a project that is informal -
Quality circles formed by a group of employees from various departments or functions to
improve overall quality of the product and eliminate deviations from the process.
The project starts with identifying quality issue and random inputs pour in from all the functional
departments that are collected by a moderator who keeps scheduling recurring meetings to
ensure the rootcause of the issue is identified and the alternatives are prepared. The solution then
is identified by testing all the three alternatives at a pilot scale and the best alternative is
implemented.
Q3) Underplanning or overplanning a project is never known in advance and is known while
project is in progress. Individuals never wilfully over or under plan for the project; sometimes it
might happen to over plan if the project manager wants to keep a buffer of time, resources and
budget. Underplanning is purely a deviation from the project and as far as ethics is concerned, it
is not something which is expected though it doesn\'t wilfully happen..
Project Management Best Practices: Brock Boddie/General AssemblyGeneral Assembly
You've managed an interactive project or two before, but it could have gone better — want to find out where you might improve? This class is designed to give an overview of the best practices for project management. From developing a solid project foundation to improving communication and collaboration within your team, this class will provide a clearer idea of where you should focus your energy as a project manager.
Want to learn more? Join Front Row today and access on-demand videos, livestreams, and much more: http://bit.ly/1aqAivV
Why Projects Fail + Four Steps to SucceedKevin Wordon
Understand why digital and IT projects fail and discover four simple project management tips to succeed.
Topics covered:
- Agile Decision Making
- The OODA Loop
- Clear Direction & Common Goals
- Defining Requirements
- Forming Your Project Team
A project manager supervises the planning and implementation of various activities in a business setting a project manager usually leads a team of employees and assists with setting goals, time limits and developing work flow charts and project plans. An individual in this arrangement should have both management and people skills as well as superior written and verbal communication skills.
Project Planning: How to Achieve the ImpossibleMindGenius
Nobody launches a new project and intends for it to fail. But time and again projects do fail, for a vast range of reasons.
But there are ways of stacking the odds in your favour. Among the most important is resisting the very human urge to jump straight in. Good planning is vital for success.
Studies show that many projects either fail outright or fail to meet most of their objectives. There are a myriad of possible reasons why this might be the case. Very often, organizations go looking for a culprit and sometimes blame the project manager or even the very concept of project management itself. Sometimes they decide to “fix” the problem by getting all the project managers certified. Or they decide to standardize on a certain tool. And while certification and standardization are laudable things, they do not necessarily address the central problem or problems. This presentation will discuss the top ten reasons why projects fail and briefly discuss solutions to each problem. We will see how such areas as estimates, scope and “the accidental project manager” contribute to the problem.
Most projects start out as great ideas. But, somewhere along the way, project management mistakes are made, communication breaks down, and, most projects—70% of them— end up late, over budget, and on the way to the project dumpster. These 8 projects failed epically, but therein are contained project management lessons any smart manager can benefit from.
We could possibly all think about projects which have “failed” – probably process got worse instead of better, perhaps they were terminated due to cost overruns, or maybe techniques were released with essential mistakes.
Many organizations invest substantial resources in creating their ow.pdffederaleyecare
Many organizations invest substantial resources in creating their own project methodologies,
which are sets of templates, process maps, and procedures that show the normal flow of a project
from start to finish. Other organizations have no formal project management methods, and it is
difficult for project managers and team members to be certain about what phase the project is in.
If informal project management can get the job done, why do we need fancy methods and
processes and terminology? Have you ever been involved in a project that didn’t follow the
standard cycle of initiating, planning, executing, and closing? Is it ethical to under plan or over
plan a project? Why or why not?
Solution
Q1) Informal project management doesn\'t have a detailed project plan outlining the phases,
resources and budget. It is followed by small companies where the project scale is low. The
phases begin and end in a flow rather than being preplanned. Though informal project
management can get the job done for small scale projects with not much budget involved and
relatively lesser sense of urgency for completion, for a project to be successful in all aspects, a
formal project management methodology needs to be in place. Below are the reasons -
1. Though project exceeds the cost expected and gets delayed to a small extent, it is difficult to
quantify and estimate in informal project management methodology and hence the firm doesn\'t
even know the loss being incurred.
2. Allocating, monitoring and controlling resources becomes difficult in informal methods.
3. Lack of accountability results in not owning any issues that might occur in the project.
Q2) Example of a project that is informal -
Quality circles formed by a group of employees from various departments or functions to
improve overall quality of the product and eliminate deviations from the process.
The project starts with identifying quality issue and random inputs pour in from all the functional
departments that are collected by a moderator who keeps scheduling recurring meetings to
ensure the rootcause of the issue is identified and the alternatives are prepared. The solution then
is identified by testing all the three alternatives at a pilot scale and the best alternative is
implemented.
Q3) Underplanning or overplanning a project is never known in advance and is known while
project is in progress. Individuals never wilfully over or under plan for the project; sometimes it
might happen to over plan if the project manager wants to keep a buffer of time, resources and
budget. Underplanning is purely a deviation from the project and as far as ethics is concerned, it
is not something which is expected though it doesn\'t wilfully happen..
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
GETTING STARTEDOverview of the ProjectNothing is impossible fo.docxgilbertkpeters11344
GETTING STARTED
Overview of the Project
Nothing is impossible for the man who doesn’t have to do it himself.
—A. H. WEILER
INTRODUCTION
The job of a business executive requires coordination of the many activities necessary to create a successful business. Markets must be analyzed, potential customers identified, strategies for creating and delivering products and services must be developed, financial goals established and reported, legislative mandates followed, and many different stakeholders satisfied. To ensure that these objectives are met, businesses eventually develop a series of processes designed to produce the desired result. But the world is a dangerous place. Earthquakes, floods, tornadoes, pandemics, snowstorms, fire, and other natural disasters can strike at any time and interrupt these important processes. Terrorism, riots, arson, sabotage, and other human-created disasters can also damage your business. Accidents and equipment failures are guaranteed to happen. As an executive responsible for the well-being of your organization, it is critical that you have a plan in place to ensure that your business can continue its operations after such a disaster and to protect vital operations, facilities, and assets.
You do this just like you do any other important task; you analyze the situation and create a plan. A disaster recovery plan keeps you in business after a disaster by helping to minimize the damage and allowing your organization to recover as quickly as possible. While you can’t prevent every disaster, you can with proper planning mitigate the damage and get back to work quickly and efficiently. The key is having a well-thought-out and up-to-date disaster recovery plan. This chapter will lead you through the creation and implementation of a project plan for creating an effective disaster recovery plan.
Disaster recovery is to recover from a significant disaster, such as a roof collapse in the computer room or a fire in a significant portion of the offices. A disaster almost always requires rebuilding a portion of the business in a recovery area in a very short time. Business continuity, also known as business resilience, involves identifying and mitigating critical machines that may fail. For example, a failure of the database server may close down online customer orders, so a second server is clustered and the disk storage is mirrored to provide redundancy.
THE DISASTER RECOVERY PLAN PROJECT
Building a disaster recovery or business continuity plan is much like any other business project. A formal project management process is necessary to coordinate the various players and company disciplines required to successfully deliver the desired results of the project. This chapter will give you a high-level roadmap of what you should expect as you prepare to lead or manage a disaster recovery project. A sample project plan is included in the companion url accompanying this book. Adapt this chapter and the project plan to fit your bu.
GETTING STARTEDOverview of the ProjectNothing is impossible fo.docxshericehewat
GETTING STARTED
Overview of the Project
Nothing is impossible for the man who doesn’t have to do it himself.
—A. H. WEILER
INTRODUCTION
The job of a business executive requires coordination of the many activities necessary to create a successful business. Markets must be analyzed, potential customers identified, strategies for creating and delivering products and services must be developed, financial goals established and reported, legislative mandates followed, and many different stakeholders satisfied. To ensure that these objectives are met, businesses eventually develop a series of processes designed to produce the desired result. But the world is a dangerous place. Earthquakes, floods, tornadoes, pandemics, snowstorms, fire, and other natural disasters can strike at any time and interrupt these important processes. Terrorism, riots, arson, sabotage, and other human-created disasters can also damage your business. Accidents and equipment failures are guaranteed to happen. As an executive responsible for the well-being of your organization, it is critical that you have a plan in place to ensure that your business can continue its operations after such a disaster and to protect vital operations, facilities, and assets.
You do this just like you do any other important task; you analyze the situation and create a plan. A disaster recovery plan keeps you in business after a disaster by helping to minimize the damage and allowing your organization to recover as quickly as possible. While you can’t prevent every disaster, you can with proper planning mitigate the damage and get back to work quickly and efficiently. The key is having a well-thought-out and up-to-date disaster recovery plan. This chapter will lead you through the creation and implementation of a project plan for creating an effective disaster recovery plan.
Disaster recovery is to recover from a significant disaster, such as a roof collapse in the computer room or a fire in a significant portion of the offices. A disaster almost always requires rebuilding a portion of the business in a recovery area in a very short time. Business continuity, also known as business resilience, involves identifying and mitigating critical machines that may fail. For example, a failure of the database server may close down online customer orders, so a second server is clustered and the disk storage is mirrored to provide redundancy.
THE DISASTER RECOVERY PLAN PROJECT
Building a disaster recovery or business continuity plan is much like any other business project. A formal project management process is necessary to coordinate the various players and company disciplines required to successfully deliver the desired results of the project. This chapter will give you a high-level roadmap of what you should expect as you prepare to lead or manage a disaster recovery project. A sample project plan is included in the companion url accompanying this book. Adapt this chapter and the project plan to fit your bu ...
Project management is the application of knowledge, Skills, tools and techniques to project activities to meet project requirements. It is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and closing. The project manager is the person responsible for accomplishing the project objectives.
Agile Metrics and KPIs: Measuring Team PerformanceOrangescrum
Agile Metrics and Key Performance Indicators (KPIs) provide a structured way to measure team performance, identify areas for improvement, and drive success. This also suggests the areas for improvement, and overall health.
Explore advanced insights to enhance your role as a Scrum Master, fostering a culture of continuous improvement and delivering exceptional value with each sprint.
The Use of Story Point and Sprint Report in Agile Project Methodology.pdfOrangescrum
Orangescrum understands these needs and offers a comprehensive suite of agile project management features, including the powerful story point estimation technique, as well as time estimation and task count capabilities. By leveraging these features, project managers can plan their sprints with confidence, embracing the true spirit of agile methodology.
Project management software for non-pofit organization.pdfOrangescrum
With the latest trend, project management will play a major role in producing productivity with its new technologies as well as increasing workflow efficiency. Project management software like Orangescrum is adopting these trends into the application to deliver a wholesome project management experience.
What are the Top Project Management Trends in 2023_.pdfOrangescrum
Effective resource management is not just a good-to-have feature but a necessity. It is essential to succeed in effective project delivery. For smooth and efficient resource allocation and utilization a project manager can take the help of a project management tool like Orangescrum.
Project Management Trends to Look for in 2023.pdfOrangescrum
In the fast-paced world of project management, staying up-to-date with the latest trends and innovations helps
in maximising productivity. These latest trends serves as your gateway to the exciting landscape of project management trends in 2023 and beyond
Revolutionizing Healthcare_ How Project Management Software Can Increase Effi...Orangescrum
Project management software can offer a wide range of advantages to healthcare organizations, from improved patient care and cost savings to increased efficiency and better communication. It saves time and resources while improving patient care.
Top Project Management Best Practices.pdfOrangescrum
Project management best practices will enable you to deliver your projects successfully. Through effective project management practices, businesses can improve the performance of the team to become faster, better and more efficient when compared to their previous results.
How to Streamline Your Workflow Using Orangescrum.pdfOrangescrum
Streamlining your workflow can be the key to increased productivity and efficiency. By taking full advantage of Orangescrum powerful features, you can make project management simpler, faster, and more organized for everyone involved. Start today by giving Orangescrum a try
On-Premises Project Management Software for Construction Companies.pdfOrangescrum
Project management software for construction industries aligns all resources and tools utilized in the construction as well as coordinate between project workers to maintain project progress timelines. This saves more time to increase work productivity.
Project Management Software for Marketing and Advertising Agencies.pdfOrangescrum
Project Management Tool, Marketing Agencies, Running a marketing team is a time-intensive process where project managers have to consider multiple aspects of a project to make it a success. Orangescrum is an all-inclusive project collaboration tool designed for marketing agencies to collaborate, manage tasks and streamline their activities in one platform.
Viewing the most important tasks and sub-tasks of multiple projects can be time- consuming for team members. To make things easier, Orangescrum has released the ‘Your Works’ view that provides task details that are on focus for the next 3 days.
Orangescrum is an all-in-one project collaboration tool designed for marketing agencies to strategize their workflows and achieve their marketing goals effectively. It allows the marketing team to break down their work into manageable tasks and assign them to team members.
What is Task Cycle and How to View in Orangescrum.pdfOrangescrum
Task cycle is a key performance metric used in project management to measure the time taken to complete a specific task or process. It provides valuable insights into the efficiency and effectiveness of project management processes, allowing you to identify bottlenecks, inefficiencies, and areas for improvement.
Top 15 Project Management Tools in 2023.pdfOrangescrum
Orangescrum is an all-inclusive project collaboration software with features to support and manage all aspects of project development with cross-department functionalities. From planning to execution, Orangescrum can handle all business workflows effortlessly.
Top Self-Hosted Project Mangement Software.pdfOrangescrum
Implementing the right project management software for your business is the key to the success of your project deliverables. Orangescrum is an all-in-one project management tool that offers both cloud-hosting and self-hosted solutions to businesses of all sizes.
Orangescrum’s New User-Onboarding - A Delightful Experience .pdfOrangescrum
Orangescrum Project management tool has changed the existing onboarding design to a new onboarding process that lets new users to set-up a new project in 7 easy-to-follow click-by-click steps.
Data Center Project Management Software and Its BenefitsOrangescrum
Orangescrum provides world-class project management services through its data center edition. Sign-up free to Orangescrum data center project management software today to know how the data center edition can transform your project management landscape.
Differences between On-Premise Vs Hosted Vs SaaS Project Management Software ...Orangescrum
The choice between On-Premise, Hosted, and SaaS Project Management Software depends on the specific needs and capabilities of the organization. On-Premise software offers greater control and customization. Hosted software provides more flexibility than On-Premise software. SaaS software is accessible, scalable, and cost-effective, making it a good fit for smaller organisations.
Why Planning Is Important in Project ManagementOrangescrum
Planning is an essential aspect of successful project management. It plays a key role in establishing project goals and objectives, determining project scope, allocating resources, managing risks, improving communication, increasing efficiency, and accountability.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
2. Introduction
Project Management is a strategic competency of organizations that involve the
application of knowledge, skills, and techniques to align project objectives with
business goals, enabling companies to better compete in their respective market.
It is unfortunate that many project managers make basic mistakes and don’t put in
place a solid foundation based on which the project can progress. Project leaders
know that a successful project is often a dynamic process that utilizes the resources
available in a structured manner, as without it everything else falls apart.
If we do not have a solid method for defining and controlling the project’s scope,
benefits, deliverables, costs, quality, risks and responsibilities, the project is unlikely
to be successful even if the project manager is excellent at leading and motivating
people.
While defining or executing the project, you are almost certain to come across new
information, and based on the new information gathered, you will have to revise your
budget, project deadline, implementation model, etc. In other words, more you
understand the bigger picture, the better you will plan your project.
It is true that people deliver projects, but processes support them in doing so. And
because of the continuous and compounding nature of all those millions of decisions
you make on a regular basis, even a marginal improvement in our process has a huge
impact on our end results.
3. Not paying sufficient attention to
the planning stages of the project:
When people think of ideation or project planning, they tend to
immediately jump into the scheduling and execution stage. But you won’t
even get to that part until you have the framework ready for that particular
project/task.
Being too eager to start building and developing without knowing what the
end game is and how to get there is a classic mistake.
Project managers succumb to pressure from senior stakeholders who don’t
understand the importance of planning and who have a naïve hope that
the project can be delivered quicker if the planning stage is reduced.
The key to a successful project is in the planning. Creating a project plan is
the first task you should do when undertaking any project. Often project
planning is ignored in favour of getting on with the work. However, many
people fail to realise the value of a project plan in saving time, money and
for avoiding many other problems.
1
4. Lack of attention to the project’s
business case
Many project managers fail to ensure that there is a sound rationale for
undertaking the project.
They assume, often incorrectly, that the business case has been completed
by senior management and don’t see the bigger picture, commercially and
strategically.
Unfortunately, this also means that projects oftentimes aren’t aligned to
the to the organization’s strategic objectives.
Once the project is running it is important the project manager keeps
control. This is achieved by regular reporting of issues, risks, progress and
the constant checking of the business case to make sure that the expected
benefits will be delivered and are still valid.
Many proud, objective-oriented managers have a list of goals that are, on
closer inspection, technology driven, and not business driven. They are
headed for a 'successful' project whose results will never be used.
2
5. Not completing an accurate
project charter
Many project managers operate at a surface level and leave out important
information in the charter or project initiation document.
They fail to uncover what the project will deliver in detail and how it will
go about delivering it.
They also make the mistake of not walking the stakeholders through the
information in the charter; they simply chase a signature as opposed to
gaining people’s genuine buy-in for this important planning document.
A Project Definition document should be prepared early in the project and
formally signed off by the Steering Committee. This document should
define the goals, objectives, benefits, deliverables, exclusions,
assumptions, business sponsors, responsibilities, estimated costs, and
timescale.
In a nutshell, "The single best payoff in-terms-of project success comes
from having good project definition early.
3
6. Not using product-based planning
techniques
Trying to manage a large and complex project without a project plan is like
trying to cross an unknown continent without a map, you are running
blind. The key thing to get right is the balance between planning and
action.
Many project managers fail to make use of intuitive product-base planning
techniques, such as product breakdown structures and product flow
diagrams.
They don’t involve the team in the planning process and plan for the far
future in too much detail. Oftentimes they fail to split the project into
shorter phases with clear outcomes and deliverables that can provide early
successes and benefits to the users. A detailed project plan should be
developed and signed off by the Steering Committee.
Base the plan on known metrics, how long did an earlier similar project
take? Involve all team members, not just senior management. Develop a
plan in iterations over several weeks, by consulting team members and
drawing on their experience.
4
7. Unclear scope and lack of detailed
requirements
Scope descriptions are often vague and open to interpretations and not
enough thought has been given to what is out of scope.
Requirements are documented at too high a level, they are not according
to the baseline and changes aren’t tracked, assessed or incorporated into
the project in a structured manner.
The result is scope creep, or in the worst case a project which fails to
deliver what the customer needed.
Developing a prototype will breathe some life into the requirements
gathering process. People can find it difficult to engage in dry documents;
where a screen-based prototype can bring the debate to life.
Basing the development on a series of prototypes will create a perception
of early delivery to the users and a feeling of involvement in and
commitment to the development process.
5
8. Underestimating the project’s
effort
It is a classic mistake that project managers underestimate the project’s
effort, either as a result of not appreciating what needs to be delivered, or
as a result of poor estimation processes.
They are often too optimistic; failing to challenge the estimates given to
them and leaving out contingency to cover for risks and uncertainties.
You should test deliverables early. One of the fundamental lessons drawn
from delivering IT projects, is the later you leave the testing in the
development cycle, the more it costs to fix.
"When end users get involved in the final stages of testing, light bulbs go
on, and they often have an 'aha' moment. Unfortunately, that is often too
late." - Frank R. Parth
At the end of your every phase of your projects hold a formal debrief
session, including a post implementation 'Lessons Learned' review with the
team.
6
9. Poor risk management processes
Not paying sufficient attention to effective management of risks is yet
another classic mistake.
Risk management often ends up as a mechanical tick-box exercise without
any real impact. The most important risks aren’t identified, owners and
mitigating actions aren’t assigned and the project team doesn’t have a risk
management culture.
The task of the project manager is to identify the most severe risks and
plan to minimise them. Throughout the project, you should continue to
focus on the major risks facing the project, which will change over time.
This helps to keep the focus on the areas that need to be addressed.
To run away from risks is to miss the whole point. To ensure project
success, you need to take the right risks and you need to be aware that,
that is what you are doing. 7
10. Not setting up a clear governance
structure
Many stakeholders get appointed to the project board or steering
committee without being explained what their roles and responsibilities
are and what it entails to be the executive body of the project.
In some cases, the steering committee hasn’t been officially formed and
doesn’t meet on a regular basis.
The project manager must make sure that roles and responsibilities are
clearly defined for the project. The organisational structure should be kept
as-simple-as-possible.
The roles and responsibilities for managing the project must be fully
documented and adapted to suit the size and complexity of the project and
the skills of the organisation.
One of the many roles of the Project Manager is to actively 'drive' the
Steering Committee, making sure that regular meetings take place,
providing clear agendas, making sure that key decisions are made, and
actions are followed up.
8
11. Not making use of key
performance indicators
Many project managers fail to track and control the project through earned
value metrics.
They report on project progress in a non scientific way and don’t
understand the power of KPIs. This includes keeping track of the project’s
financials compared to budget as well as products delivered compared to
plan.
The project plan should be monitored and updated every week. This is
important since tasks are often underestimated, and many new tasks will
be identified as the project moves forward.
If you create plans at the beginning of a project, put them in a drawer and
forget them, why bother creating them in-the-first place?
"In poorly run projects, problems can go undetected until the project fails.
It's like the drip...drip...drip of a leaky underground pipe. Money is being
lost, but you don't see it until there is an explosion." - Joy Gumz
9
12. Insufficient attention to quality
Not paying attention to the quality of the project’s deliverables is a huge
mistake which can have detrimental effects.
Many project managers never get around to completing the quality plan,
they don’t engage an independent QA function, don’t make use of peer
reviews, fail to incorporate user feedback early in the process and don’t
use prototyping and iterative development as a way to reduce risk and
improve quality. Instead they deal with the fallout and assign more people
to deal with the defect.
For many projects, the total set of user requirements can be ambitious,
making it difficult or even impossible to deliver a solution that meets all
the requirements, in a way, that is robust, cost-effective, maintainable and
can be rolled out quickly to a large user base.
During all stages of the project, there should be widespread consultation
with many parties. However, the project should ultimately be controlled
by a small, dedicated 'core' project team, which is focused on achieving a
concrete result. This will make sure that when difficult decisions have to
be made, they are made clearly, forcefully and quickly.
10
13. About OrangeScrum
OrangeScrum is an all-in-one project portfolio management and
collaboration solution to centrally manage your business processes,
teams, projects, resources, finances and boost productivity.
OrangeScrum has been repeatedly ranked among the Top 5 Open
Source Project Management Tools by Popular Technology Sources.
We help project managers and senior executives develop a full
understanding of your project goals, objectives and benefits before
committing significant resources.
Save time, effort and money.
Further Reading:
How Mobile & Internet Technology
Company saved 38% of manual efforts on
Project Management with OrangeScrum?
Complexities of Time Management: The Art
of Scheduling and Time Tracking
Is Multi-Tasking Hurting Your Projects?
More information about OrangeScrum can be found on our website:
www.orangescrum.org
www.orangescrum.com
Source Credit: OrangeScrum Blog, projectsmart.co.uk