Our practice work in IT Project Management has included considerable time spent on benefits analysis and benefits realization. In this article I caution the reader concerning benefits capture strategies that contemplate recapturing staff hours.
An important development in recent years is that Project Management has become legitimized as an understood business practice for businesses and organizations that need continuous, active, repeatable management of effort. The Project Management Office (PMO) is an entity to support Project Management with oversight and process development. But the PMO can risk being swayed by the business to serve specific audiences instead of the overall business itself. This can undermine or contort the mission of the PMO.
Several project management lessons learned have been recorded over our past three years of exposure to the use of Offshore development teams for US-based projects. I offer some insight into common traps, easy tricks, and where reality meets expectations.
One of the tricky aspects for large Enterprise Customers working with Application Service Providers (ASPs) is determining if the ASP operates with a sufficient level of overall security. Security in this context needs to protect the Customer from a number of risks.
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