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The PM Octagon

by Uchenna Ugo-Alum

The PM octagon is an illustration of the convergence of key project management knowledge, processes and practices to guarantee project success from a practical perspective regardless of the project's scope or size, or the organization or industry. This articles discusses the octagon, along with more concepts essential to understanding it.

Risk Management Mistakes

by Syed Moiz

Risk management is one of the most critical functions that every PM and every business leader must focus on. This article will focus on some common mistakes to avoid when managing project/organizational risks.

The 5 Steps to Achieve PMP® Certification

by Fábio Mourão

Everybody can learn from the experiences of others. In this article, the author shares how he planned for, studied and passed the PMP® exam by following five steps.

Project Stakeholder Management

by Preston Charles, PMP

It may be tempting to overlook stakeholder management when facing tight deadlines. The author explains the perspectives of the many stakeholders along the supply chain and how each of them has an impact upon someone else. Everyone from the manufacturer to the final customer is able to recognize the benefits of successful project stakeholder management.

Integrating Change Management with the PMBOK® Guide for ECM Solutions

by Douglas Calem, PMP

This paper advocates for a shift in approach to change management, from the tactical to the strategic, in which change management is integrated into a project management framework for Enterprise Content Management (ECM) implementations. Preparing a client for change is a good business practice that makes strategic sense—both for the client and for the organization implementing the change.

I Enjoy Re-Inventing the Wheel

by Michel Wagner, PMP

Everyone should aim to increase their knowledge and remain up to date with the latest practices. This is key for career progression and personal growth. Review what you have learned before, find some re-usable material from colleagues, forums and other sources of knowledge such as conferences. This is how “reinventing the wheel” is of real benefit.

Passing the Exam: How I Did It

by Dennis Stout, PMP

Lots of studying. Lots of practice exams. Lots of stress. Studying for the Project Management Professional (PMP)® exam? Find out how one motivated project manager achieved his goal.

Knowledge Areas and Processes: A Seamless Interdependency

by Suvrutt Gurjar

Are you a budding project managers or aspiring for PMP certification? Or just need a good refresher on some important PM basics? This article looks at the seamless interdependency of project management knowledge areas and processes.

Living, Breathing Project Management

by Kimberly Wamba

This article aims to embrace project management as a necessary skill regardless of profession. Its focus is to paint a picture of the profession as a foundation for being able to successfully oversee disparate parts of a whole regardless of environment, managing the components in a way that creates value.

Planning, Assessing, Analyzing and Monitoring Country and Political Risk During the PMI Risk Management Process

by Fadi Shawtah, BSc, MBA, PMI-RMP, CAPM

Pursuing overseas or cross-borders business requires an understanding of the country and political risk—it is, indisputably, a key consideration. The author demonstrates how PMI risk management processes and best practices can be customized to expand the picture of country political risk assessments, identification, analysis and monitoring.

Lifting the Hood on Project Management: Tweak, Tune & Tailor

by Mark Mullaly, Ph.D., PMP

How do you think about your approach to project management? Is it something well defined and fixed? Is it evolving and flexible? Is it mystical and incomprehensible? Or is it so innate and ingrained that you don’t even think about it? It’s an important question to consider, and one we don’t necessarily explore very often.

Not a Career for the Weak: Insights with James Brown

by Vincent Chukwuemeka

Vincent Chukwuemeka, the Director of Membership at the PMI Central Iowa chapter, recently interviewed James Brown, who lives and works in Central Iowa. Brown is a Director within the Platform Management organization for DuPont, and has eight PMI certifications. He took time out of his schedule to offer valuable insights and career advice.

Talent Reinvention?

by Andy Jordan

Has PMI’s recent refocus on the Talent Triangle™ changed how you perceive your career? Should it? Your opportunity to diversify is now increased, and that is something this writer believes you can leverage.

Project Management – Fast and Slow

by Klaus Nielsen, MBA, PMI-ACP, PMI-RMP, PMP

How do the biases, effects, fallacies, illusions and neglects outlined in Kahneman’s Thinking, Fast and Slow (2013) affect decision making? By applying Kahneman to the Knowledge Areas of the PMBOK® Guide, the author illustrates how project managers can mitigate the effects of irrational thinking.

Assumptions Analysis

by Stacy King

The application of assumptions analysis aids in the prevention of unnecessary work within the planning process group, which has an overall positive time and cost impact on the remaining process groups. Utilizing assumptions analysis lays the foundation for teaching the impact of prevention early on in the project's lifecycle.

Resolving Conflict in Project Management

by Syed Moiz

All conflicts—no matter how big or small—are harmful to projects. They all impact time, cost and our credibility. Let's bring into focus the importance of managing conflicts to ensure that our projects succeed.

Logical Test Taking

by Randal Gosch, PMP

Despite participating in prep courses, boot camps and other forms of study for certification exams, many people have test anxiety. Follow the author’s suggestions on the day of the test, both before the actual test, as well as during the test, to reduce the stress involved in test taking.

Does Certification Limit Learning?

by Mike Griffiths

It seems ironic, but this practitioner wonders if the process of creating a curriculum and multiple choice-based testing procedure leads to an over-simplification of the subject matter and inhibits learning. Maybe it is the process of creating a credential or people’s inbuilt desire to simplify ideas, but we seem to have lost practical project management guidance on dealing with uncertainty.

After-Hours Ethics

by Bruce Garrod

PMI's Code of Ethics and Professional Conduct states: “We set high standards for ourselves and we aspire to meet these standards in all aspects of our lives--at work, at home, and in service to our profession.” But what exactly does “at home and in service to our profession” mean?

Establishing a PMO: Tips to Remember

by Fagun Garg

Many companies don’t have a PMO--and want to start one. But it’s tough for them to decide how to do that--and which tools or software to use, as there are so many options. In this article, the author tries to help solve this problem.

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