Blog Archives

Major Roots of Project Slippage

Major roots of project slippage

Slippage of the scope, time and budget happens often on the projects. As the result both duration and cost may troubled. Inflexibility of a selected project management framework and practices may also add miscalculation of outcomes, over-pressure on resources, low moral and consequent business loses. The sources of slippage usually lay in the beginning of projects and arise from poor planning.

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Posted in Articles, Leadership, Project Management
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Knowledge as a Denominator of Human Values

Knowledge, as a Denominator of Human Value

There numerous slogans do describe how the knowledge defines various aspects of our lifes.

I like this simply genius one – equation by Albert Einstein:

Ego = 1 / Knowledge
"More the knowledge lesser the ego, lesser the knowledge more the ego."

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Posted in Articles, Leadership, Project Management
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Leadership Drivers in Project Management

Leadership Drivers in Project Management

In this article, I am trying to summarize my vision on both administrative and emotional intelligence leadership aspects learned from the distinguished professors, other educators, practitioners, and own experiences and believes, applied in project management practices.

The following list doesn’t pretend to be complete or perfect;

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Posted in Articles, Leadership, Project Management


Project Schedule Must be Aggressive but Achievable

Project Schedule Must be Aggressive but Achievable

Usually, the word "aggressive" makes us worrying the same way as its synonyms violent, hostile and destructive. However, when it comes to a project schedule, the word "aggressive" should raise rather positive emotions, brought by its other synonyms: proactive, dynamic, vigorous, and optimized. Which also means the schedule is compressed,

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Posted in News, Articles, Project Management
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Survey for Project Initiation

Survey for Project Initiation

I found surveys are very helpful and am using them on different stages of the projects. Our surveys contain the base questions and cover all project stages from creation of a business case to closure. It is very practical and handy using these questionnaires to make sure the overall aspects of the project status are captured.

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Posted in Articles, Leadership, Project Management
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10 Steps to Passing PMP Certification Exam

Passing PMP Exam

The following road-map for successful passing of the Project Management Professional (PMP) certification exam is written for those, who are ready to dedicate their time and efforts to confirm their Project Management skills and knowledge.

1. Plan to complete your certification within certain period of time;

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Posted in Articles, Project Management
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Memorizing PM formulas for good

This post is triggered by an article "How to memorize PMP formulas" by Richard Wheeler. Richard is a frequent blogger on project management forums, my G+ friend, and simply a nice fellow.

In his article, Richard suggests his approach to memorizing formulas.

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ATMIC ERP with CRM is released

The first commercial implementation of ATMIC ERP with CRM released.

We have completed integration of our process driven ERP with Customer Relationship Management (CRM) system. This integration opens new perspectives for the customers. Sales automation, perspective planning, order processing and warehouse management in this integrated product allow to simplify business management and administration.

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Posted in Products, ATMIC Products
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Nostradamus of Technology at Morgan Stanley

There is no president of the Internet. But there is a queen. That only-somewhat-exaggerated sobriquet belongs to Mary Meeker, the 53-year-old financial analyst turned venture capitalist. Back in 1995, Meeker—then an analyst at Morgan Stanley—foresaw how a wave of unprecedented innovation was going to change lives and create enormous wealth.

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Posted in Articles


Extended CreditGrades Model with Stochastic Volatility and Jumps

Artur Sepp

Abstract
We present two robust extensions of the CreditGrades model: the first one assumes that the variance of returns on the firm’s assets is stochastic, and the second one assumes that the firm’s asset value process follows a double-exponential jump-diffusion.

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