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What! No Website?
Back in 1995 I put up my first web page for the consulting company I was working at. The web was fairly new and there was relatively little traffic. What I remember most is one of my clients saying. "What...
Project Management Using Event Chain Methodology
Any projects are affected by a large number of events (risks), which can significantly change the course of a project. These events may form groups of related events or event chains. The paper discusses a proposed methodology of modeling the software project using event chains. The event chains methodology can contribute to reducing uncertainties in project scheduling through mitigation of psychological biases and significant simplification of process of modeling, tracking, and analysis of project schedule.
Big project near UW at crossroads (Wisconsin State Journal)
It's financial crunch time for Executive Management Inc.'s proposed 0 million University Square project near UW- Madison and two other big Madison projects.
PowerPoint isn't evil. People who misuse PowerPoint are evil.
Michael Gartenberg and Chris Sells blame the user, not the tool. Room enough for both, I think. There is always the question of doing the wrong thing more efficiently. Or using a tool as a crutch or substitute for presentation prep and delivery skills. I'm quite fond of some common tips: - One idea per slide
- Replace words with pictures
- Fewer words are better. One word or phrase is best.
- Talk over slide transitions
That said, nothing replaces rehearsal to perfection, clear organization, ruthless editing, and people skills.
Process Engineering and Project Management for the Model Driven Approach
This paper presents an approach and a tool chain to describe the model-driven software development process, to gather historical management data as a model that annotates the PIM, and to use both the process and the management data to early derive accurate project plans for a software project. The technology behind this approach is based on formalising the different assets as metamodels), defining a notation appropriate for each asset (SPEM profile for processes, a defined UML profile for management annotations, and the project plan notation of the project manager's favourite planning tool), and creating a tool chain, integrated with existing UML and project planning tools, to automate the whole approach.
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