Following is a mini-case from practice. Analyze the case and provide five recommendations for the IT department.
You have just taken over as the program manager of a large program with multiple tracks and a go-live scheduled in three months. At the first meeting with the project sponsors and key stakeholders, you find out that the business requirements are not complete and, in some cases, not started, project scope is not realistic to meet the upcoming go-live, and overall the project teams are confused due to lack of communication and understanding of priorities.
What do you do? What impact do your decisions have on the project’s cost, schedule, and performance?
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