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Simon Buehring1's articles
PRINCE2 is a de-facto UK government standard method for project management. It has become the most widely used project management method in the UK and Europe and fast becoming the most widely used in other parts of the world.
Posted: 2010-12-13
Category: Management
Project, Programme and Portfolio Office is the support office established to enable management of projects and programmes within an effective portfolio throughout a business or an organisation.
Posted: 2010-07-27
Category: Management
If you’re looking for guidance to help you manage your project with added confidence, then this article will help you.
Posted: 2010-02-15
Category: Management
In a series of posts, of which this is the fifth (and final), I present the facts about the 2009 version of the PRINCE2 Practitioner exam, in addition to thoughts on what they might tell us about the future of PRINCE2 project management professional qualifications. If you are considering PRINCE2 training, read on for insight into the process of becoming a Registered PRINCE2 Practitioner…
Posted: 2010-02-08
Category: Management
In a series of posts, of which this is the fourth, I present the facts about the 2009 version of the PRINCE2 Practitioner exam, in addition to thoughts on what they might tell us about the future of PRINCE2 project management professional qualifications. If you are considering PRINCE2 Practitioner training, read on for insight into the process of becoming a Registered PRINCE2 Practitioner…
Posted: 2010-02-08
Category: Management
This article deals with the sixth of the OGC’s eight causes of project failure: evaluation of the Business Case is driven by initial price rather than by value for money.
Posted: 2009-12-17
Category: Management
This article deals with the fifth of the OGC’s eight causes of project failure: too little attention paid to breaking down the project into manageable stages. Strikingly, this was the only possible cause of failure identified by the NAO report as not a factor in the failure of the C-NOMIS project.
Posted: 2009-11-30
Category: Management
This article deals with the fourth of the OGC’s eight causes of project failure: poor approach to project and risk management.
Posted: 2009-11-24
Category: Management
This post deals with the second of the OGC’s eight causes of project failure: the lack of effective or clear senior management, ownership or leadership at higher levels within the organisation.
Posted: 2009-11-19
Category: Management
In April 2009 the National Audit Office published a report that declared the failure of the original C-NOMIS and described how the project had demonstrated seven out of the eight primary causes of project failure. C-NOMIS has now been re-scoped and is earmarked for delivery in 2011. However, important questions remain regarding the way in which the project was managed, the length of time for which mis-management of the project was tolerated, and the value-for-money that can be expected from vast
Posted: 2009-11-13
Category: Management
The ISEB Foundation Certificate in Software Testing is the international standard training-course and qualification for software testers, developers and solution architects. It is also a key specialist module for the ISEB Systems Development Diploma, which is an important addition to the CV of any IT professional.
Posted: 2009-07-14
Category: Management
ISEB Software Testing Foundation training courses introduce students to the fundamentals of software testing, including the reasons for carrying out tests, basic test processes and the general principles that underpin testing good practice. Knowing these principles, and understanding how they affect the software tester, is crucial to passing the ISEB Software Testing Foundation exam.
Posted: 2009-07-14
Category: Management
Every project manager and business leader needs to be aware of the practices and principles of effective risk management. Understanding how to identify and treat risks to an organisation, a programme or a project can save unnecessary difficulties later on, and will prepare managers and team members for any unavoidable incidences or issues.
Posted: 2009-07-02
Category: Management
Creating a realistic schedule is a key responsibility of any project manager. This schedule must be updated regularly throughout the duration of the project to ensure that the project manager is aware of any issues or delays that might affect the product delivery date. Too many delays can lead to additional expense, customer dissatisfaction and project failure.
Posted: 2009-06-26
Category: Management
The release of MS Project 2010 will not necessarily entail throwing out MS Project 2007 and retraining every staff member from scratch. However, it is in the interest of every project manager to remain informed about the new capabilities of MS Project 2010, and to update their knowledge through training-courses and tutorials. In the changing world of modern business, keeping up with technological advances is essential to survival and success.
Posted: 2009-06-26
Category: Management
