Fyi, there is an article on Project Portfolio Management by Aarni Heiskanen, LJK, in the latest issue (volume 3, 2012) of ISACA Journal (www.isaca.org/journal)I particularly like two of the points raised in the article - lack of a sound business case and ...
Janet Yu | 4/9/2013 8:38:16 AM | COMMENTS(6)
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Just obtained a copy of the 5th Edition of PMBOK. The most significant change is that one new knowledge area - Project Stakeholders Management - has been added to stress the importance of managing stakeholders to project success. This is included in Proj...
Janet Yu | 2/16/2013 9:07:13 PM | COMMENTS(2)
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Just passed the PRINCE2 re-registration exam. If anybody has any questions on this, I'll see if I can help.
Janet Yu | 2/16/2013 8:49:54 PM | COMMENTS(2)
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Comparto con la comunidad de habla hispana de P3M (ISACA) el artículo que escribí para mi blog (desde ya cualquier corrección es bienvenida), donde planteo un escenario factible en cualquier organización que busque incorporar las mejores prácticas de GRC ...
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Does your organization adopt a PM methodology? Do you think it helps or it just means more work for the staff ? Do you think the additional effort is worth it?
Janet Yu | 3/19/2012 2:57:04 PM | COMMENTS(6)
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Hi Everyone
Does anyone have any material on Prince 2 foundation and practitioner.
regards
Shaakya
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Books
Posted by ISACA 15 days ago
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Books
Posted by ISACA 15 days ago
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Downloads
Posted by ISACA 15 days ago
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Exam Preparation
Posted by ISACA 15 days ago
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Books
Posted by ISACA 27 days ago
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Books
Posted by ISACA 27 days ago
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Volume 3, 2012
by Aarni Heiskanen, LJK
A program or project portfolio explains how an organization is implementing its strategy with projects.
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Volume 4, 2010
by Thomas J. Bell III, Ph.D., CISA
This article will explore how a SAS 70 audit is improved by understanding and applying PM tools and techniques. The basic tenets of PM principles will be examined and synthesized with the SAS 70 auditing process.
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Volume 1, 2009
by Sarah Harries and Peter Harrison, FCPA
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Volume 6, 2008
by C. Warren Axelrod, Ph.D., CISM, CISSP
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Volume 3, 2008
by J. L. Bayuk, CISA, CISM | Reviewed by C. Warren Axelrod, Ph.D., CISM, CISSP
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Volume 5, 2007
by Robert K. Wysocki | Reviewed by A Rafeq, CISA, CIA, CQA, CFE, FCA
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These links, which have been contributed by site users, link to external third-party web sites. ISACA has not evaluated these web sites and accepts no responsibility for their suitability, security or privacy practices.
In most studies that one would read espousing one particular view of the audit process or another, there are varying degrees of similarity between the processes. Many organizations and writers have developed processes that they believe information assurance auditors should follow when performing a formal audit of an organization's information assets. Whether it is the process defined by industry groups or varying universities publishing their standards there are certain similarities that one will find. These standards tend to be stand-alone processes, event driven, and typically independent of processes that organizations have already standardized on to complete projects in the enterprise. Rather than work with pre-existing models and proven processes for project development, most audit processes tend to be isolated from an organization's Project Management Office (PMO) and other enterprise level facilities.
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Mapa de relaciones entre procesos de cada área de conocimiento del PMBOK 4 con fases de un proyecto y el proceso BAI01 de COBIT 5.
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“…On the basis of the evidence received during our inquiry, we concluded that there are six underlying causes of failure in government IT:
1 Inadequate information, resulting in the Government being unable to manage its IT needs successfully (Chapter 3);
2 An over-reliance on a small number of large suppliers and the virtual exclusion of small and medium sized (SME) IT contractors, which tend to be less risk adverse and more innovative (Chapter 4);
3 A failure to integrate IT into the wider policy and business change programmes (Chapter 5);
4 A tendency to commission large, complex projects which struggle to adapt to changing circumstances (Chapter 6);
5 Over-specifying security requirements (Chapter 7), and
6 The lack of sufficient leadership and skills to manage IT within the Civil Service, and in particular the absence of an “intelligent customer” function in Departments (Chapter 8)….”
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Very recent survey on why IT projects still are considered "fail"
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The site provides useful information regarding options available in US for pursuing Master’s Degree in Project Management.
Contributed by Santanu on 8 Dec 2010
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Posted By : masarker | 0 comments
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These are five possible ways to discover Unstructured Processes.
Regulatory and Compliance processes - People-intensive processes that are kicked off as a result of an external regulatory body and these processes tend to be ad-hoc & on-going change, but...
Posted By : Varun | 1 comments
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Se potencia la relación mutua y se acuerda la promoción del Sector TIC de la Comunidad Valenciana.
La semana pasada se llevó a cabo la firma de un convenio de colaboración entre los capítulos valencianos de las asociaciones más importantes a nivel mundia...
Posted By : JavierPeris.Org | 0 comments
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