Editorial Topic: PM 101

PM 101

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Business Systems Analysis: It's All About the Business (Part 2) - by Srinath Nagarajan, PMP (April 12, 2006)

In this first article of the series, we examined some common challenges in defining and deploying Business Systems Analysts within organizations. In this second article, we will delve into the current state and examine the project management and organization implications of this conundrum. We hope that these articles will tickle your thoughts and nudge you towards strategically defining or refining the role of business systems analysts in your organization.

IT Project Lessons from Titanic (Part 18) - by Mark Kozak-Holland (December 12, 2005)

As our series continues, we continue to examine what the post-mortem for the failed Titanic project would look like, and how can it help you in today's IT landscape.

IT Project Lessons from Titanic (Part 17) - by Mark Kozak-Holland (November 14, 2005)

What would the post-mortem for the failed Titanic project look like, and how can it help you in today's IT landscape? Read on as our popular series continues.

IT Project Lessons from Titanic (Part 16) - by Mark Kozak-Holland (October 10, 2005)

As our Titanic series continues, we continue to explore the importance of post-mortems. When projects fail catastrophically, a post-mortem is important to provide a better understanding of the reason behind the failure and prevent future failures. This requires that the IT organization has a post-mortem process in place so little time is wasted in enacting it.

Business Systems Analysis: It's All About the Business (Part 1) - by Srinath Nagarajan, PMP (September 28, 2005)

Surprising but true--many organizations have yet to resolve the business systems analysis conundrum. This article explores the challenges faced in defining a "home" for business systems analysts (especially in the context of classical business-driven technology organizations) and the resultant implications for project managers and project management as a profession.

IT Project Lessons from Titanic (Part 15) - by Mark Kozak-Holland (July 11, 2005)

When projects fail catastrophically, a post-mortem is essential to provide a better understanding of the reason behind the failure. Look no further than the Titanic for proof.

Building a Solid Project Foundation - by Tim Jaques, PMP (June 15, 2005)

Three key elements form the foundation of a project. Through understanding these critical components, project managers and team members can quickly cut through the morass of stakeholder issues to identify and resolve problems that could jeopardize the project. Do you know what these elements are?

A Cunning Plan - by Ian Whittingham, PMP (May 23, 2005)

What exactly can Homer's Odyssey and the flight of the space probe Galileo have to do with project management? A key lesson about cultivating a culture in your project teams awaits.

IT Project Lessons from Titanic (Part 14) - by Mark Kozak-Holland (May 4, 2005)

Many IT projects completely ignore anything during the post-implementation period, whether disaster recovery or business-continuity planning. But if the project team has to consider a recovery/continuity plan early on in the project, it would probably shift the thinking through the design process. Just look at the Titanic as proof.

I'll Break It, You Fix It - by Matthew Perkins (April 27, 2005)

In most corporate structures, executive sponsors control the decision-making process and project managers are tasked with implementing the selected projects. These executives sometimes deliberately choose to violate project management best practices. When this happens, the PM is recast as a Project Salvager. This article explores why executives do this--and what a PM can do to cope when these situations arise.

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