Generally in life, in order to make money, one has to work. In almost every situation, working involves some type of information. Interestingly, not everyone understands that in order to work well, the information employees use needs to be managed and secured as effectively as possible. When everything is said and done, if information isn't facilitated, people don't make as much money and companies don't reach their full potential.
These days, it seems we can’t go more than a couple of months before facing yet another catastrophe somewhere in the world. In order for these countries to effectively manage the situation, it is critical that disaster relief coordinators understand and implement essential project management skills and employ project managers with a background in successful post-disaster reconstruction, and who have been involved in both managing project portfolios and overall project programs.
Mortgage Choice (ASX:MOC) has increased productivity in its remote and mobile workforce after deploying a remote access tool.
The world is running out of IPv4 Internet addresses, without which the Internet can't function in its existing form.
Muscling up on cloud technologies, Cisco Systems is in the process of acquiring network management software vendor LineSider Technologies, the company announced Wednesday.
I run a lean, mean cloud integrator with a background in software development. We took up offshoring as a great option to not only to increase our scale, but get more done faster and more cheaply. Like many, we envisaged offshoring to be a ‘cheaper’ option to onshore development.
In an ideal Internet all packets would be treated as equal by the Internet Service Providers (ISP) and backbone operators who transport them across cyberspace. Unfortunately, this is not always the case since many ISPs restrict or completely block Internet access to some services by discriminating against certain network protocols.
Program, portfolio and PMO managers understand the ‘benefits to value’ of a project and can use return on investment (ROI), internal rate of return (IRR), or other financial metrics, as well as non-financial criteria (‘intrinsic value’ criteria) to evaluate projects at the start of and during their full lifecycle into ‘operations mode’. Selecting which projects to charter within your organisation have long-term implications both for you individually and your organisation. Conducting in-depth pro-forma ROI, IRR of other financial analysis can be costly and time consuming. What about an alternative method that is relatively quick and easy to undertake and can provide you with an objective ‘weighting’ criteria for your stakeholders and program/project team to consider? If you manage a PMO, Portfolio or Program of work (in any discipline – finance, manufacturing, IT, etc), the customer demand priority (CDP) tool we put forward below may be helpful to you at the front-end decision-making process of project prioritisation. It is a simple method that is similar to a risk matrix table to evaluate and score projects on a scale from 2 to 11 where 2 are the lowest challenge and 11 is the most intensive.
Bringing the next generation of enterprise architects up to speed won't be an easy task. While most experts agree that the job is a critical one, given the corporate emphasis building business infrastructure in the most technically efficient way, training these future experts has proven difficult.
In the next few months, Jeff Letasse, vice president of IT for Conceptus, will hand out more than 220 iPads to every salesperson in the company. He plans to wean them off of their trusty laptops and PDAs, with the hope of never having to buy another laptop for a salesperson again.
Let’s face it; virtual teams (where we work with colleagues in remote locations, be they close by or in different countries) are now a reality in the workplace. If this trend in the workplace environment continues, virtual working will increasingly influence the way we operate, and the ‘effective virtual team worker’ will be a valued asset.
Enterasys Networks this week is unveiling a management system designed to provide visibility, automation and control over physical and virtual data center resources.
The use of SME’s (Subject Matter Experts) is commonplace throughout the lifecycle of a project. The “experts”, as we will generally refer to them, are typically functional experts in their respective roles that the project manager relies on for making delivery estimations and identifying potential risks to a project. Depending on the dynamics of your particular organisation, such experts may come from the same functional team that will be responsible for the execution of the tasks for which the experts are providing input, or they may be in a specialist division that deals with project set-up. In either case, there are a several risks which the project manager needs to look out for to avoid being given an impossible or very difficult delivery task.
Sydney-based media production and distribution company, Beyond International, has consolidated its disparate data silos to better prepare it for growth and improve its business continuity strategy.
Year-old start-up company AppFirst is trying to shake up the way IT administrators think not only about application performance management but also server monitoring in general.