Project Risk Management: Are You Asking, "What Can Go Wrong?
by Marc Weinberg for PMI
According to a study by The Standish Group International (a leading IT advisory firm) of 365 small, medium and large projects, 13.1% of all projects will be canceled before completion, 52.7% of all projects will cost 189% of their original estimates, and the average time overrun is 222% of the original estimate.
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Levels of Project Management: Which One is Right for Your Organization? By Carol Hildebrand
When it comes to project management (PM), most of the attention centers around the needs of large enterprises, with their complex array of projects and schedules. And that's too bad, because small to midsize businesses (SMBs) wrestle with the very same issues.
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Improving Visibility Within Project-Centric Organizations
As you know, project-driven organizations have felt the heat of recent regulations and increased competition. These among several factors have turned the pressure up on completing projects within timely and budgetary requirements„while fulfilling customer demands of a step-by-step progress report. By integrating information, your company will have the leverage it needs to compete effectively and make decisions efficiently. Find out what integration has to offer in your free* download of Performance Gains in the Services Midmarket by Aberdeen Group, brought to you by Microsoft Business Solutions.
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Making Sense of the Sarbanes-Oxley Act: How Project-Centric Companies are Maintaining Focus
By now we've all heard of the Sarbanes-Oxley Act and we understand it will
enforce policies that public companies must adhere to when publishing financial
reports. To learn more about the previsions of the Sarbares-Oxley Act and how
it extends to project-centric organizations, Microsoft Business Solutions invites
you to download a free* copy of Financial Reporting from the Inside Out: Sarbanes-Oxley
Act Brings Accounting and Governance to the Forefront.
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Project Management: Big Benefits from 'Microdeliverables' Paul Glen for Computerworld
Too often, failing projects surprise us. How many times have you thought a project was going along fine only to discover when the delivery deadline drew near that everyone on the team was two months behind schedule? In situations like that, you wonder, "How could I have missed that this project was running two months late? What planet was I on where it appeared to be on time?"
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Project Courage Susan H. Cramm for CIO
Another failed project„stumbling over (or short of) the finish line, millions over budget, with the survivors gasping for breath as they try to make sense of the last two or three years of their lives. The ultimate cost of these "death march" projects (a term coined by software engineering guru Edward Yourdon) is beyond what any organization can afford to pay.
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How to Control Costs and Boost Profits; Strategies for Managing Growth
By Alan R. Earls
A standard definition of profit is the money a business has after its operating costs have been met. While that elementary fact hardly bears repeating, it is also true that most organizations do a poor job of actually understanding and controlling those costs that have a direct impact on profitability. Furthermore, they are equally ham-handed when it comes time to make the difficult cuts required to keep costs in line.
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