Project Management with the IBM Rational Unified Process: Lessons From The Trenches
Index[A] [B] [C] [D] [E] [F] [G] [H] [I] [J] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] offshore projects 2nd 3rd communication 2nd cultural differences differences in cultures, work practices, and laws when to use online help operations support (Help Desks) best practices call management systems call tracking software equipping goals of license utilization software problem tracking software staffing Web sites oral presentations organizational assessments outsourcing [See also outsourcing organizations.] challenges of colocated contractors communication mechanisms hours of operation IT problems in new environments IT resources overtime issues quality of facilities work space considerations definition of distant contractors, same country growth rates market size multiple contractors offshore projects 2nd 3rd communication 2nd cultural differences differences in cultures, work practices, and laws when to use RUP and outsourcing organizations [See also outsourcing.] acceptance testing checklist best practices lack of agreement on business process PMO (Project Management Office) CCBs (Change Control Boards) common code, developing contracting officers data models internal project champions IT managers lead user representatives PMO project architects project managers stakeholders, managing in overtime, colocated contractors and ownership of project plan, establishing sense of |
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