Infobip Partners with Telekom Business Europe

In complex ICT projects, an emerging problem often appears as a trend of deviations from the plan rather than a missed deadline. Shifts in key activities, higher person-day expenditure, unavailable resources and unmet prerequisites may signal the need to adjust the schedule. When several projects require the same specialists at the same time, project managers, technical leads and the relevant organisational managers work together to align priorities. New client requirements must also be evaluated before being accepted, as even a minor change can require additional effort or shift related activities. The impact on the technical solution, scope, costs, deadlines and quality is then considered, with the decision confirmed by the project sponsor. Completed implementation confirms that contractual project obligations have been fulfilled, but does not in itself reveal the benefit the solution has brought the customer. The business impact can be assessed after a period of use, through process efficiency, system availability or service quality. Veronika Petrović, Project Manager in Combis's Project Management Office, discusses early identification of deviations, resource coordination and tracking value after implementation with ICTbusiness Media – ICTbusiness.info.

The Chinese government has refuted allegations concerning espionage activities targeting Nvidia, following the company's decision to initiate a probe into CEO Jensen Huang.

Combis project managers working within the PMO are responsible for the company's largest and most complex deliveries. On an individual project, the project manager is accountable for the plan, deadlines, resources, risks, and communication with the client, while the technical lead is responsible for implementing and verifying the solution. At the organisational level, the PMO develops the methodology, assigns project managers to complex projects and checks that the agreed rules are followed. Performance is measured through key project milestones, person-days spent, financial results, and the quality of documentation, testing and handover. Its particular value becomes apparent when a risk is identified early enough to adjust the plan or priorities, or to involve those authorised to make a decision. A major infrastructure project she cites was completed within the agreed deadline and budget despite incomplete documentation and decisions that depended on the client. Lessons learned from projects are subsequently analysed and used to improve the methodology, processes and day-to-day work. Ivana Skočanić, Project Manager in Combis's Project Management Office, discusses the division of responsibilities, performance measurement and the sharing of experience with ICTbusiness Media – ICTbusiness.info.