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Case Studies
Lessons From the Field
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Agile Algorithms
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Kathleen Ryan O’Connor
(April 16)
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How an IT outsourcing services provider called on its Russian “connections,” innovative project management techniques and a bit of old-fashioned code detangling to help a Boston software company fix a slower-than-ideal program in record time. [more]
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A Winning Workplace
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Kathleen Ryan O'Connor
(February 12)
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A small project management consulting company has earned national recognition for its commitment to staff development. In the process, it’s attracting top talent and forming strong partnerships with its clients. So what makes a workplace great?[more]
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3 Strikes, You’re Out
- by
Michael Mah
(January 29)
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When you’re operating in an Agile environment — or any other software development scenario, for that matter — three factors almost always make the difference between success and failure: domain knowledge, dialogue and deadline pressure. Here, Cutter Consortium consultant and researcher Michael Mah presents his anatomy of a failed project.[more]
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What I Learned At The Consolidation
- by
Tom Barnett, PMP
(December 11)
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… or where’s a work breakdown structure when you need one? Some fundamental lessons were learned the hard way on a complex datacenter consolidation project that failed to meet one urgent (but ultimately undefined) objective. Here’s the first-hand account from a veteran program director.[more]
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When Disaster Hits Home
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Kathleen Ryan O'Connor
(October 9)
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When project management consultant Marie Danco grabbed the last flight out of New Orleans before Hurricane Katrina hit, she didn’t realize the storm would quickly pull her right back in. It was a crash course in disaster response.[more]
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How Many Miracles?
- by
Daniel Starr
(October 2)
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After a technology upgrade was deemed a success despite falling short of its performance targets, an even more ambitious project was launched to achieve the original goals. Ambiguous criteria kept competing stakeholders happy for a while — until the project team finally defined how many "great leaps forward" would be required to succeed.[more]
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Old Ware Stories
- by
Daniel Starr
(September 25)
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Rigidity, late-blooming requirements conflicts, triangular relationships and simple geography conspired to deliver half of what a major technology project promised. On this effort, it seemed, you could change everything but the way the team worked.[more]
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Water Works
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Elizabeth Harrin
(September 4)
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Charged with upgrading a 150-year-old Scottish water-and-waste treatment facility while maintaining the area’s natural beauty, a project team focused on collaborative transparency with stakeholders and even incorporated sustainability into its own day-to-day practices.[more]
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Agile Journeys
- by
Sandra Beckwith
(August 14)
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Two years ago, Borland knew it needed to strengthen operational oversight, reduce costs and improve efficiency and quality. Today, the number of software releases has doubled annually, costs are down, and development teams are happier and more productive. What made the difference? Borland got agile.[more]
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In The Eye of the Storm
- by
Richard Brunelli
(June 5)
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In January, engineering firm MWH Global was hired by New Orleans to oversee more than 100 reconstruction projects, a role that the mayor called a “tipping point” in the city’s recovery from Hurricane Katrina. It is an engagement that shoulders huge risks and expectations, all the more complicated by deep emotional and historical factors. Communication is the foundation for all that will follow.[more]
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Sponsored Announcements and Special Offers
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