Beyond project methodology
Many organisations want to ‘improve how they do projects’ to get better results, more consistent results, or even some results. The task is then handed to a special team, IT or a PMO to ‘fix’. They, understandably, look at how the organisation does projects now and what can be fixed.
Review: Project Management for the Creation of Organisational Value—Ofer Zwikael, John Smyrk
Organisations invest in projects with the expectation they will deliver benefits. However, the imperative of delivering benefits is sometimes lost as project managers focus on the ‘goal’ of on time, on budget, ‘fit-for-purpose’ completion.
Cloud computing challenges project management
Cloud computing is a very broad term for the ‘IT systems via the internet’ that hold the application technologies they run by an external party. Subscribers do not own IT infrastructure and are charged typically on the basis of per user per month.
Adopting cloud computing could have significant and potentially disruptive implications for project risk and governance frameworks in enterprise IT projects, given the current relative immaturity of this technology, lack of standards, and inconsistencies in the governance frameworks.
Birth of the Critical Path Method
CPM is the most dominant scheduling network analysis technique, first developed by the company E I du Pont de Nemours (DuPont) through research in 1956, which led to the influential work of James Kelley and Morgan Walker in 1957, who used the term CPM “because of the central position that critical activities in a project […]