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Projects@Work (May 3, 2007)

In her book How To Cheat at IT Project Management, author Susan Snedaker synthesized fundamental concepts of project management, from managing scope and assessing risks to communicating with teams and sponsors. Here, she answers some frequently asked questions on how to implement these concepts in the business world.

Susan Snedaker has been involved with information systems technology for more than 10 years, holding executive and technical positions with Microsoft, Honeywell and Keane. She is currently president and CEO of Virtual Team, a consulting firm working with high-tech startups. This following “Q&A” concludes Chapter 10 of her book How to Cheat at IT Project Management (Syngress Publishing, 2005), which ProjectsAtWork has featured in an ongoing series last year under our Methods & Means section. Snedaker’s answers to these Frequently Asked Questions are designed to measure understanding of the concepts presented in her book, and to assist practitioners with real-life implementation of these concepts. (To read previous installments of the series on ProjectsAtWork, search the author’s last name.)

In our company, our issues log discussions run on and on and I just want to run from the room.

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