Industrial Management

MAR-APR 2016

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march/april 2016 3 Software project management is fixable By Anna Murray Software development often takes too long and costs too much. Too many in the profession think throwing a project manager at the process will fix everything, but that's only one of four common software project management mistakes this article tackles and describes how to fix. Attacking the glass ceiling as a labyrinth By Golnaz Sadri Although U.S. women have made much progress in the professional world, more remains to be done. Increasing the ability of women to earn promotion to the C-suite will involve changes at the societal, organizational and individual levels. Change: The only constant By Garrett Jensen and Reza M. (Russ) Pirasteh Most organizational leaders have come to agree with what Greek philosopher Heraclitus said roughly 2,500 years ago: "The only thing constant is change." And research and experience have produced better ways to implement and manage that change. Contributors in this issue Smart technology is making us dumber By Dan Carrison Do things that empower us make us weaker? That's the proposition set forth in this two-part examination of smart technology. Although they expose us to an entire universe of information, some experts think that digital technology and the Internet interrupt the process of "memory consolidation" that forms the basis of true knowledge. SEMS Says Jerry Seufert and Natalie Scala show how industrial engineers are needed everywhere – from the unchartered waters of new industry paradigms to cybersecurity. Developing successful business cases By Reginaldo A. Montague If you want something done in business, it's good to make a case for it. The benefits of a project that looks like a slam dunk to its sponsor might not be so obvious to other stakeholders. A solid business case helps you identify other points of view and gives executives the right information to enable their decision. 5 10 contents industrial management march/april 2016 6 27 22 8 16

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