| 1. |
Top 10 Reasons For Having A Project Kickoff - Part III ( Pages)
by Joseph J. Strub
Jan 2, 2004
Abstract : You are about to embark on an important project. Whether the project is software or hardware related, it is a good idea to hold a project kickoff meeting. Don’t miss this excellent opportunity to get across important communications and establish the tone for the project. This article discusses the 10 objectives of a project kickoff meeting, how to achieve them, and templates for presenting them. In Part III, we complete the discussion of the remaining four reasons, which can be even more critical to beginning a project on a positive note and reaching a successful completion.
|
| 2. |
Top 10 Reasons For Having A Project Kickoff - Part II ( Pages)
by Joseph J. Strub
Jan 1, 2004
Abstract : You are about to embark on an important project. Whether the project is software or hardware related, it is a good idea to hold a project kickoff meeting. Don’t miss this excellent opportunity to get across important communications and establish the tone for the project. This article discusses the 10 objectives of a project kickoff meeting, how to achieve them, and templates for presenting them. In Part II, reasons 7, 6, and 5 focus on preparing the team to undertake the project and generally giving them the confidence to do it.
|
| 3. |
Top 10 Reasons For Having A Project Kickoff - Part I ( Pages)
by Joseph J. Strub
Dec 31, 2003
Abstract : You are about to embark on an important project. Whether the project is software or hardware related, it is a good idea to hold a project kickoff meeting. Don't miss this excellent opportunity to get across important communications and establish the tone for the project. This article discusses the 10 objectives of a project kickoff meeting, how to achieve them, and templates for presenting them. In Part I, the first three reasons are discussed but you will be left on the edge of your seat in anticipation of Parts II and III.
|
| 4. |
The Business Model for the 21st Century Is Project-centric ( Pages)
by Thomas Petersson
Jul 25, 2008
Abstract : Cost, time, resources, cash, and risk have always been the basics of project management. But as business as a whole becomes more project- rather than process-oriented, management technologies must in turn become more project-centric.
|
| 5. |
The Business Model for the 21st Century Is Project-centric (0 Pages)
by Thomas Petersson
Apr 20, 2009
Abstract : Cost, time, resources, cash, and risk have always been the basics of project management. But as business as a whole becomes more project- rather than process-oriented, management technologies must in turn become more project-centric.
|
| 6. |
A Case Study and Tutorial in Using IT Knowledge Based Tools Part 2: A Tutorial ( Pages)
by E. Robins
May 31, 2001
Abstract : This tutorial, part 2 of a two part series on Knowledge Based Selection, demonstrates the selection processes and capabilities of Knowledge Based Selection Methods and Tools. These tools, integrated with business decision making procedures, can arguably reduce selection risk and improve chances for success in IT projects. Given the appalling rate of IT project failures, selection can potentially help reduce risk in some 30% of cases, with an associated estimated cost of about $30B annually to industry according to some sources. In this tutorial, we illustrate a number of the procedures for rapid decision processing through the real-life selection of a PDA device. The process gave confidence to the argument to wait for the solution, while weighing risk against return.
|
| 7. |
Project-Oriented Versus Generic GL-Oriented ERP/Accounting Systems (4 Pages)
by P.J. Jakovljevic
Dec 22, 2003
Abstract : Project-oriented organizations have many project-specific business and accounting requirements often in compliance with complex industry-specific and regulatory requirements. Generic GL-oriented accounting systems have not been designed with project phases, work breakdowns or detailed time capturing in mind, and thus they can merely report how much has been spent or collected, but not why a certain project is losing or winning money.
|
| 8. |
The Keys to Effective Project Governance Leadership ( Pages)
by Jed Simms
Dec 10, 2007
Abstract : Project Sponsor.com conducted a three-year research program on project governance. The findings turned up some surprising facts on how project governance is approached and applied in businesses today, and shed some light on what is required for project governance to be effective.
|
| 9. |
Project-Oriented Versus Generic GL-Oriented ERP/Accounting Systems ( Pages)
by P.J. Jakovljevic
Jan 22, 2005
Abstract : Project-oriented organizations have many project-specific business and accounting requirements often in compliance with complex industry-specific and regulatory requirements. Generic GL-oriented accounting systems have not been designed with project phases, work breakdowns or detailed time capturing in mind, and thus they can merely report how much has been spent or collected, but not why a certain project is losing or winning money.
|
CART 
