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COVER
STORY
Project
Management : Is it Controlling or Coordinating?
-- Sunaina Mishra
An organization controls the projects by adopting
a systematic approach to figure out whether they are
delivering the desired output. Writers of management
literature prefer the word `coordinating' to `controlling'
because the word `control' may give a negative connotation,
i.e., it can imply coercion, force and heavy-handedness.
The coordination depicts that through proper communication
a goal or target is set, milestones are defined and
it is decided whether the desired outcome is achieved.
Irrespective of the utilization of the word, control
or coordinate, it is important that organizations need
to monitor their projects' progress.
© 2008 IUP . All Rights Reserved
PROJECT
STRATEGY
Project
Recovery : Rescuing Troubled Projects
-- V Venkateswara Rao
The
project recovery plan must focus on three `P's: People,
Processes and Products. Of the three `P's, the project
mangers must keep in mind that it is the people who
are the key for recovery of troubled projects.
© 2008 IUP . All Rights Reserved
PROJECT
STRATEGY
Project
Marketing : Strategy, Tactics, Differentiation and Integration
-- Tomas Blomquist and Timothy L Wilson
There
has been considerable interest in the management of
projects, but little attention has been devoted to their
marketing. This study was undertaken to ascertain the
apparent strategy and tactics used by firms in a cross-section
of situations. Observations suggest that the approach
used was contingent upon the offering, not the type
of market served. Necessarily, project managers used
to get involved in marketing. Basically, the tendency
was to use project managers in sales capacity where
it seemed useful. They then might get operational responsibility
when proposals were successful.
© 2008 Timothy L Wilson. All Rights Reserved.
SOFTWARE
PROJECTS
Projects
: Implementing Goal-Orientated Service and Performance
Objectives in Software Managed Services
-- Dr. John McManus
The
increasing importance of improving service delivery
in software-related industries is being emphasized by
senior managers. Increasing global competition places
increasing pressures on the firms to add value at the
margin. Many firms find this aggravating their difficulty
to achieve or sustain. One of the main factors for lack
of sustainability is due to unsynchronized strategic
alignment in the operational and performance-related
goals. This article provides some practical guidance
on how to develop and sustain performance in managed
services.
© 2007 The British Computer Society. This article was
first published as "Stand and Deliver", in ITNow, November
2007. Reprinted with permission.
BEST
PRACTICES
Project
Management Challenges and Best Practices for Enterprise
Packaged Applications
-- Kunal Verma
Worldwide IT spending is expected to reach $1,244
bn in 2007 of which the Packaged Software spending is
$262.5 bn. With organizations putting more and more
stakes on their IT spending, focus on successful project
implementations has increased tremendously. The article
is intended to help the project managers and program
managers understand the project management challenges
around Enterprise Packaged Applications (EPA) and the
best practices adopted to ensure their successful implementation.
© 2007 Kunal Verma. The article was first published
in August issue of PM World Today (www.pm worldtoday.net).
Reprinted with permission.
PROJECT
ENVIRONMENT
Cross-Country
Experiences in Public-Private Partnerships with Special
Focus on India and China
-- Dr. U Jayalakshmi Srikumar
India
is on the track of rapid development, industrialization
and urbanization. This needs a sharp focus on the simultaneous
development of infrastructure which requires large investments.
These cannot be met by the government budgetary sources
alone, implying that private partnerships in various
forms will have to be sought. In the light of the above,
this article makes an attempt to look at the critical
factors in a successful Public-Private Partnership (PPP).
Cross-country experiences in the same exercise with
special focus on China have been examined. The inferences
drawn have facilitated the spelling out of a few policy
conclusions.
© 2008 IUP . All Rights Reserved
WEB
SERVICES
Service-Level
Agreements for Web Services
-- Marcia Gulesian
The number of e-Business projects involving Web
services is dramatically increasing and Service Level
Agreements (SLAs) are playing an important role to complete
the projects on time and within budget. These agreements
between service-providers and service consumers state
what transactions need to be executed and how well they
should be executed. When they apply to an information
technology resource like a Web service, SLAs generally
need both static and dynamic components. The former
describes the service a priori; the latter specifies
the performance that the service should achieve at run
time.
© 2008 Marcia Gulesia. All Rights Reserved.
PROJECT
GOVERNANCE
Project
Governance in 21st Century : A Blueprint
-- N Vijaya Lakshmi
Effective project governance framework can ensure
that projects are delivered within schedules and meet
organizational risk, compliance objectives and also
the stakeholder needs effectively. However, the framework
should not impose overbearing reporting requirements
but should make certain that the projects are aligned
with business strategies and produce maximum buy-in
for all stakeholders.
© 2008 IUP . All Rights Reserved
CASE
STUDY
Building
Project Management Credibility
-- Alfonso Bucero and Randall L Englund
A
credibility foundation is built step by step during
each person's professional career path which has a significant
positive outcome on project and organizational performance.
Credibility is built through a set of little details
achieved during the project. It is something that is
earned over time. It does not come automatically with
the job or the title. It begins early in our lives and
careers. This article explains a real case of building
the project management credibility in a non-project-oriented
organization-how the project managers of that organization,
with the help of a project management consultant, were
able to achieve better and highly trusted relationships.
© 2008 Randall L Englund and Alfonso Bucero. All Rights
Reserved.
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