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A Project Lifecycle for New Hotels

by Richard Whitfield
Gert Noordzy

Addressing the problems inherent in opening new hotels, this paper advocates that hotel owners adopt a complete and well-defined project lifecycle overseen by an experienced project manager. The goals and deliverables for the key phases within this extended new hotel project lifecycle are identified and the main benefits of following this approach are explained. The proposed approach helps optimize the return on investment for each new hotel and maximizes positive cash flows from operations.

Better Business Analysis: An Interview with Shane Hastie

by Project Management Institute

Shane Hastie, Chief Knowledge Engineer for Software Education, spoke with us about the ideas he presented in his recent video on business analysis. He tackled questions about how to get to the real problem, how to uncover the real requirements behind a change and how business analysts and project managers can have more successful relationships.

Removing the Guesswork from Strategy

by Andy Jordan

For many organizations, strategic planning and the associated project selection is an exercise in frustration. How can we improve things without reinventing the process?

Managing Change: Whose Job Is It, Anyway?

by Mark Mullaly, Ph.D., PMP

Managing organizational change is one of the big, hairy elephants in the room when we manage projects. It is one we all recognize and know about, but that we struggle to deal with effectively--or even sometimes to discuss. Why this is, and why this should be, is a bit of a mystery.

Three Testing Factors of Integrity in Project Management and Possible Ways to Manage Them for Success

by Pragatheeswaran Rathinasamy, PMP

A major challenge in project management is to become truly successful by practicing integrity. This article focuses on three key factors that test the integrity of organizations and practitioners—business case for the projects, organization structure and culture, and implications of laws and regulations—to highlight the importance of the roles of people and the system for practicing integrity. The author concludes by proposing useful ways to strengthen project management practices and comply with integrity.

Uncovering the Business Case Identity

by Michelle Stronach

Business case and project charter confusion is not uncommon. They both have integral roles in the initiation of a new idea--but they should not be used interchangeably. At the end of day, the project sponsor is accountable for success--and is responsible for ensuring recommendations are held up by a sound business case.

Are You Ready to Go Agile? (Part 1 of 3)

by Kevin Aguanno, PMP, MAPM, IPMA-B, Cert.APM, CSM, CSP

Many organizations have struggled with their early agile experiments. Due to the issues faced, they typically cannot answer the simple question: “Are we ready to go agile?” This first article examines the factors that indicate whether the sponsoring organization is ready (and able) to modify the way it works to increase the chances of a successful agile project.

The Elements of a Business Case

by Kenneth Darter, PMP

A business case will help your project get sponsored and funded. But if you are creating a business case from scratch, what elements need to be included?

The Realistic Business Case

by Andy Jordan

Organizations treat business cases as sales pitches until projects are approved, then they seem to transition into items that should be rapidly forgotten. There must be a better way!

Project Sponsorship: Effective and Productive Engagement Key to Success

by Michael Wood

Project sponsors are more than just a project’s main cheerleader. They might have the largest stake in the project’s success. Let’s re-examine what project sponsors do, what their roles and responsibilities are--and how PMs can leverage them to promote project success.

Project HEADWAY Project Proposal

by Interthink

The purpose of the project proposal template is the first step to gain approval of a project moving forward. Similar to a project charter, it provides the initiator of the project with an avenue to document the purpose of the project, the objectives and the basic information needed to see the project approved through to the planning stage.

Project HEADWAY Business Case

PREMIUM deliverable

The purpose of this document is to quantitatively justify the project. For smaller projects, the business case may be no more than 1-2 pages in length. For larger, more complex projects, the business case may be much larger and contain far more detail.

PPM: Balancing the Portfolio

by Ian Whittingham, PMP

How does a company get the best return from the money it spends on projects? It’s a question that very many executives would like to know the answer to. Helping to find an answer to that question is one of the more important goals of Project Portfolio Management.

Being a Great Sponsor

by Michelle Stronach

Being a sponsor is a role, not a position--and with the role comes responsibility. How do you ensure optimal success for the project? How do you go from being a good sponsor to a great sponsor?

Where Does Portfolio Management Start?

by Andy Jordan

Like the source of the Nile, the start of portfolio management can be hard to locate. There is not yet a generally accepted initiation point for portfolio management, so let’s try and figure out where PPM might start in a perfect world.

Who Is My Customer? And What's My Relationship?

by Mark Mullaly, Ph.D., PMP

It is difficult for project managers to know, at times, who our customer actually is. Is someone a customer just because they are a stakeholder? Or, worse, is someone a customer just because they want to have a say in what your project does and how it is delivered? One hopes--if only for our sanity--that this isn't the case.

PMOs: Moving Beyond the Project Resource Pool

by Andy Jordan

Portfolio management needs to begin with idea creation. But if the portfolio starts with the idea creation process, how does the PMO engage people beyond the reach of traditional project execution so that their ideas are captured?

Determining the Appropriate Level of Formal Documentation with Project Sizing

by Mike Tressler, MBA, PMP

Do you ever wonder how far to go with formal documentation on a given project? PMBOK gives us an extensive set for project management standards from which to draw, but we don’t always choose to apply the full extent of these standards to every project--nor would it be appropriate to do so. Meet Project Sizing...

BI and the Portfolio: Improving Annual Planning

by Andy Jordan

There is no silver bullet that will allow us to remove all uncertainty, but we can apply some business intelligence practices to the concept of annual planning to at least increase our confidence levels and reduce the risks around the decisions that we make.

Projectball: PM Lessons from America's Game (Part 1)

by Ian Whittingham, PMP

Although Moneyball: The Art of Winning an Unfair Game is ostensibly a story about how a General Manager created a winning baseball team with the lowest budget in the Major Leagues, it also offers up a lesson in constrained problem solving by thinking “outside the box”. What can project managers learn and apply from this? A lot, as it turns ball!

Educating the Senior PM: A Roadmap

by Mark Mullaly, Ph.D., PMP

You've read a PM book. You've taken an introductory course. Your PMP is firmly in hand. What's next? The challenge for project managers at this point is that there isn't a really good answer. In fact, there isn't really any one answer. The most honest and truthful answer is probably, "It depends." But what, exactly, does it depend on?

Requirements Management for Big Data Projects

by Patti Gilchrist, PMP

Given the grim statistics for big data projects, it's clear that something must change in the way we manage requirements. But before we can fix it, we need to understand why it's happening.

CIO Outlook: Bumpy Ride or Better Times Ahead?

by Michael Wood

CIOs are finding their budgets more and more tied to global economics. With fears of inflation on the horizon as quantitative easing appears to be coming to an end, CIOs may find their outlook for 2014 filled with challenges and uncertainty. Are there better times ahead, or will 2014 be a bumpy ride?


Solutions are not the answer.

- Richard M. Nixon