Talent Management: Powering Strategic Initiatives in the PMO

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Projects and programs are the core of any organization’s strategic initiatives--they are how change happens. Having the talent to implement those initiatives successfully is the critical capability that gives organizations a competitive advantage. Excellence in managing the talent is a key to unlocking that capability. In partnership with PwC, the Economist Intelligence Unit (EIU) and Human Systems International (HSI), the PMI Thought Leadership Series focuses on how talent management impacts project practitioners and, in turn, the successful implementation rate of strategic initiatives. Read more in Talent Management: Powering Strategic Initiatives in the PMO, Spotlight on Success: Developing Talent for Strategic Impact and Rally the Talent to Win: Transforming Strategy into Reality.


Knowledge Shelf

Bullying at Work: An Ethical and Leadership Dilemma for all Project Managers

by Paul Pelletier, LL.B., PMP

Employers are becoming more acutely aware of the human, legal, ethical and financial costs associated with workplace bullying. In order to directly and proactively address this issue, project managers and their organizations need to take action. Learn about sources of information and tools available to assist in this endeavor along with a selection of proactive tips.

Project Management Planning: Strengthening the First Line of Defense against Project Failure

by K. Venkatachaliah Babu, PMP

Project management planning is one of the critical components of managing projects and the first line of defense against project failures. The author presents a template for developing an effective project management approach by considering the project’s unique characteristics, identifying project “hot spots” and adopting methods (tools and techniques) suitable to the unique nature of the project at hand.

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recent questions

Agile Planning

from Project Management Central posted by VIPIN SINGH on

I see many times Agile projects are not successful as initial planning is not done to define the product vision and high level scope. What kind of initial planning is required to make Agile projects s ...

featured webinar

Leadership in Program Management = Benefit Realization and Sustainment 

PREMIUM on-demand webinar

Increasingly, organizations are embracing program management as the way to increase benefits to customers and end users by managing interrelated projects and operational activities as a program to realize more benefits than if they were managed separately. Since most programs, large or small, are complex undertakings with numerous changes to embrace and exploit, leading a program is a challenging and rewarding opportunity, but its focus is significantly different from leading projects or functional work. Success is measured in terms of not only deliverable but also by identifying, planning, realizing, transitioning, and sustaining benefits. Join this webinar to learn best practices to follow as a program leader to deliver the identified benefits and some guidelines for success with actual examples to focus on the concepts presented.

Project Management 2.0

Voices on Project Management

Spotlight On: PMO

The Key Elements of Successful PMO Reporting

by Manoj Varsani

One of the most important aspects of project management--and a key task of any successful Project Management Office--is a high standard of reporting. These guidelines cover some of the key areas that should always be included in a PMO report and project reporting.

Spotlight On: Agile

Scrum, Kanban or Scrumban: When, Why and How?

by Vandana Roy

Is Scrum better, or Kanban? Which is more suitable for your project? Such questions--and sometimes the responses--put managers in a dilemma about which framework to embrace. Each has its own benefits and tales of success...

Topic Teasers

Topic Teasers Vol. 50: Resource Management Capacity

by Barbee Davis, MA, PHR, PMP, PMI-ACP

Question: We’ve just been purchased and the new CEO wants me to set up a better way to manage our project managers working on projects. We seem to be either overworked or sitting around idle. Since we are a big organization, most of the “one team” solutions don’t fit--we’re also a hybrid of traditional methods plus an agile sensibility where it can be worked in. Ideas?
A. Set all of your teams up to be Scrum teams and hire a ScrumMaster to oversee everything. Traditional methods no longer work in today’s business environment.
B. Hire a Business Analyst for each team and have this person supervise the project manager to make sure the mix of work to relaxation during the day is more equal than in the past.
C. Plan that this transition may take several years, then start with a Resource Manager position and look to tighten up the activities done by project managers so that they work at their maximum efficiency. Base your actions on providing capacity information to the portfolio team you create or repurpose for this larger corporate project.
D. Suggest that all personnel be hired from an outside sourcing agency, so that the numbers of people working on your projects can vary from week to week. This is called Resource Leveling, and will save the organization a sizable amount of money.
Pick your answer then Test Your Knowledge!


"If you work on a lobster boat, sneaking up behind people and pinching them is probably a joke that gets old real fast."

- Jack Handey