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The majority of software development projects fail to be completed, and those that are finished are usually over budget and behind schedule. Common causes of failure include uncertainties not being well-defined, expectations not being well-managed, lack of risk and issue management, and communication challenges between customers and suppliers. While methods like PRINCE2, ITIL, and Agile aim to address these issues, each only solves part of the problem and none provide a comprehensive solution on their own.
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Como demonstrar o status dos projetos utilizando indicadores de desempenho. Estas e outras planilhas de auxílio ao gerenciamento de projetos você pode encontrar em meu Blog: www.alcidesluiz.com.br
Status+report
O relatório resume o status de um projeto, informando que está conforme o planejado. Detalha as atividades concluídas, o progresso de acordo com a análise de valor agregado, e os próximos passos, incluindo uma reunião agendada. Apresenta também pontos de atenção e riscos do projeto.
Top Five Ideas for Project Management
The document provides five ideas for successful project management: 1) Create implementation teams around a compelling vision and mission; 2) Identify the value beneficiaries will receive from outcomes; 3) Accept that requirements will change and evolve outcomes incrementally; 4) Plan, work, and deliver incrementally in small batches; 5) Manage by focusing on the effort remaining to complete outcomes rather than percentage of work done.
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Friday Solutions Ltd, ITSMFnz2014 Great Expectations
The document discusses the expectations organizations have for IT service management (ITSM) projects. At a strategic level, key expectations include business alignment, adding business value, bringing technology thought leadership, and having an outcome orientation. Operationally, expectations are highest and include improved customer service, asset management, and greater resilience. Users expect the ITSM project to reduce their stress, burnout, and turnaround, while being pragmatic and quick. The document emphasizes that people must be the focus of any ITSM project in order to meet expectations, and that change management and leadership are critical to achieving sustainable change.
Rethinking business decisions and processes for digital transformation
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Breaking Through with Agile Change Management
The document discusses overcoming barriers to adopting Agile change management practices outside of IT. It proposes three solutions: 1) Translating Agile concepts into business terms that non-technical managers and teams understand. 2) Showing how Agile has been successfully applied in other disciplines like manufacturing, legal, and marketing. 3) Demonstrating how cultural transformations to Agile values and ways of working can be measured and have led to benefits at organizations. The document provides examples and explanations for each solution to help organizations expand their Agile approaches.
Breaking Through with Agile Change Management
Many large IT projects continue to struggle with user adoption, leadership support, and overall stakeholder buy-in. Effective use of Agile best practices is a proven means of addressing these buy-in issues within the IT organization, but what about other departments? In this session, we will discuss how Agile principles can drive an enterprise-wide change management approach in order to better reinforce the transformations taking place in your organization. The goal? Maximize collaboration between IT and the business and break down silos through iterative, incremental progress.
The Business of IT PPM - 3 Ways to Drive Impact
Businesses in every industry are looking to optimize the return on their investments while maintaining the ability to adjust and pivot with minimal disruption in these evolving times. They are using PPM to help them with that and they need their CIOs to help them drive future success. Don’t be an anchor for your business partners.
2018 2-6 The Changing Role of Today's CIO
Not every organization can afford to have a full time CIO on staff. But someone will be fulfilling the role, even without the title. This seminar will help you understand the role a CIO fulfills within your organization, the areas you may not be addressing without a CIO, the risks and opportunities mitigated by the presence of a CIO, and the new world of outsourced IT.
Additionally, we will discuss if your organization can thrive without the latest technology, whether your IT team is doing what they should be, how your IT infrastructure measures up to best practices, and what technology you may be missing out on.
Agile?! Are You Crazy???
Presentation to Lonetree PMI Roundtable on August 27, 2008.
Abstract:
According to the Wall Street Journal agile development has "crossed the chasm." Why then are there still strong pockets of intense resistance to agile? This presentation takes a look at some of the most common misconceptions about agile development. It exposes the truth behind the myths and backs up many of the points with actual industry data. In the process, a basic business case for agility is created. The goal of this session is for all participants to leave with the knowledge necessary to answer the question "Why Agile?" In addition, participants will gain a deeper understanding of the realities of agile development and how it can help organizations.
Career in IT
Global IoT devices are projected to reach 30 billion, driving businesses to adopt cloud services for new models and omni-channel engagement. As technology like blockchain and the Internet of Business emerge, security becomes less of an isolated IT problem and more cognitive with assisted intelligence. Different roles in the IT industry include consultants, programmers, testers, architects, business analysts, quality specialists, and infrastructure support, among others. Common myths about the industry include that it only involves certain companies, is declining, only offers career growth through managerial roles, requires working in new technology areas, and is limited to engineers.
Dit yvol2iss22
This document discusses how implementing ITIL best practices can benefit from being managed as a project using project management methodologies. It recommends mapping ITIL processes to the five key project management processes of initiation, planning, execution, monitoring and control, and closure. Integrating ITIL with established project management frameworks like the PMBOK can help ensure ITIL implementation occurs on time, on budget and meets customer requirements while also providing stability. Managing ITIL implementation as a project or portfolio of projects can optimize resources and help realize the benefits of ITIL more quickly.
2018 4-23 The Changing Role of Today's CIO
Not every organization can afford to have a full time CIO on staff. But someone will be fulfilling the role, even without the title. This seminar will help you understand the role a CIO fulfills within your organization, the areas you may not be addressing without a CIO, the risks and opportunities mitigated by the presence of a CIO, and the new world of outsourced IT.
Additionally, we will discuss if your organization can thrive without the latest technology, whether your IT team is doing what they should be, how your IT infrastructure measures up to best practices, and what technology you may be missing out on.
2018 06-12 The Changing Role of the CIO
Not every organization can afford to have a full time CIO on staff. But someone will be fulfilling the role, even without the title. This seminar will help you understand the role a CIO fulfills within your organization, the areas you may not be addressing without a CIO, the risks and opportunities mitigated by the presence of a CIO, and the new world of outsourced IT.
Additionally, we will discuss if your organization can thrive without the latest technology, whether your IT team is doing what they should be, how your IT infrastructure measures up to best practices, and what technology you may be missing out on.
Robotics & AI: Where Are You on Your Automation Journey?
According to Gartner, 66% of leaders want to transform their business digitally. Yet, only about 11% are actually delivering "Digital Business".
During the recent World Economic Forum, it has been suggested that by 2025 more than half of all workplace tasks will be performed by machines.
Our question to you, is where are you on this journey towards automation?
What Going Digital Really Means to IT
Most businesses are trying to achieve digital transformation, but not everyone is going about it the right way. MuleSoft recently surveyed 800 global IT decision makers; 96 percent of respondents are executing on digital transformation initiatives or planning to do so in the near future. However, the results also showed that just 18 percent of IT decision makers are confident that they will succeed in meeting this year’s digital transformation goals.
In this presentation, you will learn:
-How IT can enable opportunities that impact the bottom line
-Steps to digitize data and transform the organization
-How CIOs and IT teams can reconcile existing technology with expectations for digital transformation
High level service v2 slideshare
This document discusses key factors for achieving business value from IT, including strategic support from IT, effective IT governance, and risk management of IT. It notes that Intec can provide advisory services to help organizations in these areas. The document then provides examples of focus areas, important questions, and key performance indicators (KPIs) related to strategy, governance, risk, and understanding IT value. KPIs can help communicate strategy, focus operations, improve IT/business relationships, and report on achievement.
CIO Strategies - A Fresh Perspective
The document discusses key questions and strategies for CIOs to consider when framing their approach. It identifies questions around whether the right things are being done and if things are being done right. It also lists common CIO strategic concerns and a framework for measuring performance across five levels from initial to optimized. Suggested steps include validating and prioritizing strategies, benchmarking, and profiling.
Why Program Management is Essential for IT Projects
The document discusses the importance of program management for IT projects. It notes that many organizations juggle dozens of IT projects simultaneously, but conventional project management does not work well for interdependent projects. Program management focuses on aligning projects with organizational strategy and business needs while allowing projects the freedom to deliver outputs. It provides an overview of NATO's Program Management and Integration Capability (PMIC) framework, which centralizes functions like change management, risk management and architecture management across multiple projects to prevent issues like duplicated solutions and incompatible interfaces. Change management is highlighted as a key element to make inter-project changes manageable.
Aligning Business and Technology for Competitive Advantage
Until quite recently, I.T. has functioned primarily as a technology implementer for the business. it has focused on providing a robust infrastructure, along with the implementation and integration of package software to automate the main business processes. But now we have entered the age of digital business, where many businesses exist solely because of technologies – in many cases technology is now driving the business rather than being subservient to it.
Five Communication Failures that Sabotage Analytic Projects
Today, in thousands of companies, we have highly paid, talented professional teams who barely get along, each believing that the other group is making their lives difficult on purpose. It doesn’t take much imagination to realize the scope of this dysfunction and its immense impact on how businesses operate.
Read the full post on the Analytic Translator blog: https://www.analytic-translator.com/blog/real-life-examples-of-poor-communication
Find more analytic translator resources at https://www.analytic-translator.com/resources
Is Your Service Management Program Still Relevant?
Is Your Service Management Program Still Relevant?
Presentation by David Mainville
- Fusion14 Session 609
PGDM in IT Project Management
PGDM in IT Project ManagementWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
We School's Online MBA Program in IT Projects Mgmt prepares IT, project managers, to provide leadership in planning, executing & directing complex IT projects.Similar to Prince2 itil agile what is best for me (20)
Friday Solutions Ltd, ITSMFnz2014 Great Expectations
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Rethinking business decisions and processes for digital transformation
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Robotics & AI: Where Are You on Your Automation Journey?
Robotics & AI: Where Are You on Your Automation Journey?
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Why Program Management is Essential for IT Projects
Aligning Business and Technology for Competitive Advantage
Aligning Business and Technology for Competitive Advantage
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Prince2 itil agile what is best for me
- 2. What is the challenge? 0 Less than 1 out of 3 software development projects make it to completion! 0 Ones that make it, 85% are over budget and time! - Keith Ellis (IAG Consulting) - Dr. Jim Young (NZIM)
- 3. What are the causes? 0 Uncertainties not well defined 0 Expectation not well managed 0 Lax attitude to risk and issue management 0 Communications challenges 0 Customer and supplier speak different languages 0 Customer not aware of technical options 0 Supplier not aware of business process 0 ASSUMPTIONS
- 4. What have people done about it? 0 Project governance – PRINCE2 came from IT Project Failures in UK public service 0 IT Infrastructure Library – defines IT service management best practices 0 Agile – self managing development methodology preferring close interaction with customer above traditional methods
- 5. Why do we still struggle? 0 Each solve part of the puzzle – none solve all 0 PRINCE2 0 Great organization, control, structure 0 Does not cover specialist product delivery 0 ITIL 0 Great service management 0 Does not define interaction with projects 0 Agile 0 Great customer focus 0 Does not provide focus for link with corporate objectives
- 6. What is the answer?