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Case Studies
Lessons From the Field
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Migration Patterns
- by
Venessa Wong
(May 8)
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When Beijing-based I.T. United took on a data migration project for Texas-based Dell, systemized communication became a top priority to coordinate the work. To overcome geographic and time zone gaps, both sides needed to maintain parallel environments — and expectations. In the process, a long-term partnership has formed.
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Mindwalk
- by
Abrahm Lustgarten
(March 13)
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Cognitive mapping software automates processes for graphically diagramming words, ideas and tasks, which can give project teams and managers added insight in planning, transforming the way they make decisions and solve problems. Here’s how it helped an AT&T program manager optimize a complex IT project.[more]
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Terminal Velocity in Toronto
- by
Derek Hyman
(November 29)
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The program manager on one of Canada’s largest IT implementation projects — supporting the opening of a massive passenger terminal at Toronto Pearson Airport — shares some practices that proved valuable in the areas of selecting and managing suppliers, scheduling, testing and cultural compromise.[more]
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Want a PMO? Try Vanilla
- by
Lisa DiTullio
(November 8)
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Project management does not need to be complex or complicated to offer value to an organization. In fact, keeping it simple can be a critical factor in developing a project management competency that, over time, becomes part of the organizational culture. And a project management office can be the conduit to make it happen. The PMO director of Harvard Pilgrim Health Care shares her organization’s story.[more]
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Know-Go
- by
Jim Tisch
(October 25)
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By committing to communication and leveraging collaborative technologies, a virtual project team, dispersed across five states, successfully delivered a major enterprise knowledge system. Here’s a look at the team’s online rules of engagement, key best practices and support tools that could benefit your next virtual project.[more]
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Managing Projects In Rwanda
- by
Elizabeth Harrin
(July 12)
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So you wanna save the world? Micromanaging isn’t an option when tackling the health of a nation, but it’s a myth that traditional project management approaches don’t ‘travel well’ from the business sector to international development initiatives. Interpersonal skills and team leadership are critical, even when the deliverables are running water and electricty.[more]
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North Carolina Goes ITIL
- by
Karen Klein
(June 7)
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A project to implement the ITIL framework throughout North Carolina’s IT agency has done a lot right: cross-functional process teams, common-language training, peer benchmarks, an awareness campaign for workforce buy-in and, yes, sustained executive support. No wonder the effort recently earned ITIL Project of the Year honors.[more]
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A PMO In Action
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Andrew Makar, PMP
(May 31)
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A web hosting services department had an abundance of talent and a just-get-it-done approach to projects. That wasn’t enough, not with 60 people handling about 30 projects a month. A PMO brought much needed control and visibility to the work pipeline. Not surprisingly, project prioritization and delivery improved, and quickly.[more]
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The PMO Of The Year
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Karen Klein
(May 3)
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Showing a commitment to forward thinking in both words and demonstrated actions, the project management office of global technology services company EDS has been recognized as the “PMO of the Year” by the Center for Business Practices.[more]
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The Little Project That Couldn’t, Part 2
- by
Andrew Makar, PMP
(April 26)
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You can’t work in this field long without experiencing a project that falters. You can, however, examine and learn from failed projects — your own and your peers' — to avoid some of the same minefields. Here are the final five important lessons learned from a troubled project that held one team meeting in a hospital emergency room.[more]
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