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Case Studies
Lessons From the Field
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Diary of a PM
- by
Donald Pillittere
(November 19)
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Dip into the working diary of an accomplished product manager who shares “the good, the bad and the utterly random” realities of “one of the most essential, unpredictable and unsung responsibilities in business” — yes, managing projects. In his forthcoming book, the author imparts invaluable lessons learned based on four “Ps” of project management: processes, people, parts and phenomena. Here’s an excerpt.
[more]
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Communications Mapping
- by
Lev Mirlas
(November 10)
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On a project to create a multi-site commerce platform, collaboration is crucial because so many different stakeholders representing various areas of the company are involved. A communications map prepared in conjunction with the project plan can help ensure that the necessary interactions take place.[more]
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Old World Out
- by
Kathleen Ryan O'Connor
(September 17)
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In a drastic departure from a project management approach heavy on control and prediction, Salesforce.com rolled out an in-house Agile development methodology in just three months. From resistance to breakthroughs, here's a look at how they did it, with some lessons that other organizations can apply to their own transformation initiatives.[more]
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Agile Algorithms
- by
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
- by
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
- by
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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