PMXPO 2015

April 30, 2015 | an online forum is excited to bring you the 8th edition of its annual virtual conference and exhibition! It's your opportunity to learn, network, earn PDUs and gain valuable knowledge all from the comfort of your home or office! Join us Thursday, April 30 for PMXPO 2015! Six sessions full of informed project management viewpoints from leading industry experts, led by our keynote featuring Adam Steltzner--the Lead Landing Engineer of NASA's Mars Science Laboratory Curiosity Rover Project! Register today for the free event!


Knowledge Shelf

Organizational Change: A Possibility, Not a Farce

by Amir Nasiri, PMP

How can one successfully change the culture of an organization or an entity to think and act differently? When one thinks about organizational change and the subsequent consequences, you must ask the question, "Why should I go through this change and the hassle and stress that come with it?" The answer is very easy--the long-term benefits outweigh the short-term risks.

Initial Stakeholder Engagement in a Cultural Change Project: A Case Study

by Amrita Khadilkar, PMP

The successful rollout of a fundamental change needs support and buy-in from senior stakeholders. The project manager therefore needs to plan for adequate and persistent senior stakeholder engagement. This article introduces two measures--Appetite for Innovation (AI) and Trust (T)--that can be used to predict likely responses of senior stakeholders to organizational change. Low AI can be addressed by making the change real and relevant to stakeholders. Low Trust can be addressed by improving the awareness of senior stakeholders about the change that is being introduced.

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featured webinar

The Global Association's Code of Ethics

PREMIUM on-demand webinar

This webinar deals with the development and content of the PMI Code of Ethics and Professional Conduct, and with what resources are available to members and certificate holders regarding the Code. The webinar will also focus on the processes by which the Code is enforced.

Voices on Project Management

The Critical Path

Spotlight On: IT Strategy

Hot Technologies for 2015

by Michael Wood

Hold on to your hats because there are a lot of hot technologies that are making their way into the IT mainstream during the next few years. For some, many of these technologies do not roll off the tips of their tongues…yet! But these technologies are coming of age, and one of them in particular will have more impact than any of the others…

Spotlight On: Resource Management

Accurate Resource Planning

by Andy Jordan

The need for accurate resource plans is not new, and yet we still consistently get it wrong. Why is that, and how can we change things?

Topic Teasers

Topic Teasers Vol. 55: Adaptive Estimates

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

Question: Management in my organization insists on treating estimates as firm promises, despite the risk we face on our projects. There is much tension between the project managers and the executives because our projects do not come in as originally stated, and we are not in an industry where a full agile methodology is appropriate. How do I keep them from constantly viewing me as a failure when I can’t pull golden, foolproof estimates out of my hat?
A. Calculate three estimates based on past experience and PERT charts, and plan schedules that will self-adjust when the metrics of the project trigger them. Add contingency and management reserves to the plan.
B. Refuse to give estimates to management, citing past failure to have them prove accurate and expressing your concern that you don’t want to disappoint upper-level executives again.
C. Explain to management that you can only calculate the estimates, but it is up to your team to deliver the expected metrics to meet them. If they are unhappy with project metrics outcomes, perhaps they should look at adding to the team or replacing the current members.
D. At best, estimates are only an educated guess based on past experience. Rather than calculating new numbers each time, average the latest five similar project outcome numbers and submit those figures as the estimates for the new work.
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