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Projectperformance is often measured in terms of on-budget or on-time, but most business units fail to understand the repercussions of project changes after work has begun.
With 57 percent of applicationdevelopment projects completed on-time, and 67 percent of projects delivered on-budget, many IT organizations attribute their inability to meet project schedule to poor initial scope, project scopecreep and resource constraints. Many of these factors are unforeseen to the sponsoring business unit without clear communication on the impact of a change order after a project has begun.
While on-timeand on-budget metrics provide insight into how well the application projects teams are meeting the business schedule requirements, often times they are not considered in tandem with the number andscope of change orders or the level of partnership achieved with the business through a mature governance process. By establishing a partnership with the business unit and maintaining regularcommunication, projects are more likely to achieve quality and functionality requirements through continuous dialogue with the stakes holders to achieve the common goal of business success.
ApplicationPerformance Project, no tempo & no orçamento
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O desempenho do projeto éfrequentemente medido em termos de orçamento ou de tempo, mas a maioria das unidades de negócios não conseguem compreender as repercussões das mudanças do projeto após o trabalho já começou.
Com57 por cento dos projectos de desenvolvimento de aplicativos concluída no prazo, e 67 por cento dos projetos entregues dentro do orçamento, muitas organizações de TI atribuir a sua incapacidade para...