March 30 2015

Article

Project Management and Processes

The best practices of Agile project management

By Carl M. Gilbert

Traditional project management is often confronted with changes in content (scope) that stem from evolving user needs. When it comes to the fast-paced world of computer technology, software and systems often take several months to design, develop, test and implement. It is often during delivery, at the very end of the project, that we discover we had initially poorly targeted user needs or that certain needs have evolved or even radically changed along the way.

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March 1 2011

Article

Project Management and Processes

Core competencies in project management

By Carl M. Gilbert

The vast majority of project managers are often specialists in technical fields such as computers, engineering or science. As they gain more experience, through force of circumstance, they often find themselves becoming project managers. This is why project management is often referred to as the “accidental profession.” People are too often throw into it and are forced to learn through trial and error.

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October 5 2010

Article

Project Management and Processes

The best change management practices

By Carl M. Gilbert

Welcome to the second PMLOGY® article, which addresses the issue of change management. All too often, projects fail or produce mixed results due to absent or deficient change management. Every project is, in its very essence, a sort of “change” that generates a certain amount of resistance, especially from the parties involved… after all, they’re only human!

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August 31 2010

Article

Project Management and Processes

The best portfolio management practices

By Carl M. Gilbert

Welcome to the first PMLOGY®* article, in which we will tackle the very popular issue of portfolio management. Portfolio management has become a priority for many businesses that have greatly improved their project management over the last few years.

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