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The achievements are really wonderful, the only question is, why “future” leaders. They are.
The fast growth of Agile popularity is driven by a myth of its high quality. The professional have another opinion, that Agile approaches are valuable but one of many other approaches, and Agile – as any other management model – has its advantages, challenges and limitations – and thus the appropriate and inappropriate areas of implementation.
Thanks to the projectmanagement.com webinar now we have a research based on 8 years of data collection, which clearly shows that project success does not depend on a certain methodology (see image 1), more of all vast implementation of Agile has no impact on total success rate of IT projects.
Our Software requirements specification course at Udemy is recognized as TOP quality course, which is higher than 90% of another courses.
Watch this wonderful and useful video, which clearly explains the consequence of activities in a project according to PMBOK 6th.
I believe it helps you for both project management and PMP preparation.
- Google certified Cloud Architect ($139, 529 annually)
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- ITIL Foundation ($120,566)
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(c) Vince Alcalde (11.28.2017):
“(Part Parody. Part Not. What a Die Hard Waterfall Enthusiasts’ Manifesto might Look like)
We have uncovered the better way of developing software by having done it and continuing to do it over many decades.
Through this work we have come to value:
Estimating over No Estimating
Scheduling over No Scheduling
Requirements over No Requirements
Big designs over No Designs
That is, because there is probably no value in the items on the right, we value the items on the left more.
Our highest priority is to satisfy the customer through delivery of valuable software on budget, on schedule, on spec.
Welcome changing requirements, even late in development. A change control process lets you weigh the cost of the change versus the benefits, so only cost-beneficial changes get through , saving you from yourself.
Deliver a working production software once at the end. There is no point in delivering half-baked bread – it won’t taste the same as the final product.
Business people and developers must work together throughout the project. (The Agile Manifesto did not invent this)
Run projects utilising motivated and expert individuals and teams. Give them the environment,schedule, budget, information, and support they need, and trust (and track) them to get the job done.
The most efficient and effective method of conveying information to and within a development team depends on the context.
Achievement of milestones and Earned Value are the primary measures of progress.
Waterfall processes promote sustainable development. The teams doing the actual work only work in one or two phases of the project, never all, so they don’t burn out.
Continuous attention to technical excellence and good design enhances non-turbulent flow of work.
Documentation – the art of recording information so it’s permanently available in the future – is essential.
The best architectures, requirements, and designs emerge from the best architects, analysts, and designers.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. (The Agile Manifesto did not invent this).”
The Project management institute (PMI) starts a series of free podcasts “Projectified with PMI”. Listen to experts about their experience in driving projects.
The market of online project management is estimated $6bln by 2025.
The leaders are: Microsoft, Trello, Taskworld, Asana , Wrike, and – what is strange to me – Citrix!