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Case Studies
Lessons From the Field
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Olympic PM
- by
Angela Smith
(June 16)
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Working closely with Bell Canada business units to deliver a complete communication network at the 2010 Winter Olympics, project manager Richard Brodowski established an “enabling, not inhibiting” approach that allowed his team to quickly learn from mistakes and make decision at the ground level, continuously moving the project forward.
[more]
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Need for Speed
- by
Janis Rizzuto
(June 9)
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As more organizations achieve bottom-line benefits from Critical Chain, the execution management approach is moving from high concept to best practice, and adoption is on the rise. But even proponents acknowledge that its hard focus on faster results is not for every project environment. Here’s a closer look at where and why critical chain is working.[more]
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An Artful Project
- by
Janis Rizzuto
(February 10)
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Despite an expanding scope, a contrained timeframe and a throng of meticulous stakeholders, the elaborate renovation to the David H. Koch Theater in New York’s Lincoln Center for the Performing Arts was completed to glowing reviews, on time and under budget. From prelude to finale, this extraordinary project had its share of plot twists and turns.[more]
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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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