2011 Leadership Project Management 
CIO
JANUARY 17, 2024
The digitization of internal processes came in 2011, when the company decided to streamline its internal data management, quality control, project management, and communication processes through digital tools and platforms.
CIO
NOVEMBER 7, 2022
If you want to increase the success of IT projects, you need to create a team that is responsible for what they make and takes ownership over what they do.” Establish product ownership Traditional IT project teams are no match when the goal is all about building solutions quickly and being hyper responsive to customer needs.
QAspire
JANUARY 2, 2011
Home Go to QAspire.com Guest Posts Disclaimer A Worthy Goal for 2011 and Beyond New year brings with it new predictions, agendas, resolutions and trends. From Seth Godin’s post “ What is Excellence ” at Tom Peters website So, seeking/delivering excellence in everything you do is a goal worth chasing in 2011 (and beyond).
QAspire
DECEMBER 25, 2011
Kurt Harden runs Cultural Offering Blog and is a source of some great lessons on life and leadership. His blog is a treasure trove of useful insights on project management and self help. At various points in 2011, they connected via Twitter, emails and blog to extend help, inspiration and opportunities. His punch line? “
N2Growth Blog
SEPTEMBER 1, 2010
You’re undoubtedly thinking “who died and left Mike Myatt in charge of qualitatively assessing leadership blogs? You’re undoubtedly thinking “who died and left Mike Myatt in charge of qualitatively assessing leadership blogs?&# I know, I know - another list? Great question.
Capgemini
OCTOBER 16, 2023
EL Mehdi Senior Program Manager – L&D Manager, Capgemini Morocco EL Mehdi is a senior expert in the project management field. He has managed many complex projects within the IT sector to date, leveraging his 14 years of experience within the sector to ensure success.
QAspire
DECEMBER 21, 2009
Home Go to QAspire.com Guest Posts Disclaimer Top 10 Project Management Mistakes You Should Avoid I was recently studying the anatomy of failed/troubled projects and following came out as a learning. Starting project without 102% clarity (100% clarity on scope/technology and 2% knowledge of how you can add value).
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