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PMI Information Systems & Technology Symposium 2016

30 June 2016 | 9 AM to 5 PM ET | 6 PDUS | Online | Online

Overwhelmed by how technology is transforming project management? Looking to increase your productivity and learn new tech tools but don't know where to begin? No matter what your focus—medical, manufacturing, product design or otherwise—this virtual day of learning will deliver years of enduring value, with exclusive insights on how project managers are using new technologies. Register today!

Upcoming Webinars

On-demand Webinars

Leaning the Project Lifecycle

PREMIUM on-demand webinar
by Karen Chovan

Evidence is showing high rates of natural resource project failure, where stakeholders’ conflicts, regulatory and policy-related challenges, and unfavourable external environments are cited as primary causes. These often stem from environmental performance concerns and legacy issues of past practices. And beyond that, breakdowns in communications, and an incomplete identification of relevant risks and requirements, have been recognized as root causes.

Research Management - Techniques in Early Maturity Exploration

PREMIUM on-demand webinar
by Michael McNair

A great deal of project and program management is focused on development, operations, and maintenance efforts. Looking at a Technical Readiness Scale (TRL) most projects fall into TRL 5-9, the more mature end of the scale. There is, however, portfolio, program and project management at the earlier TRLs that address early engineering (TRL 4/5), research (TRL 2/3), and fundamental science (TRL 1/2). There are significant differences in risk, personnel, stakeholder and other areas requiring management. This webinar takes a look at portfolio, program , and project management in these early TRLs in with the goal of eventual commercialization and movement of science to product or service.

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Save Time With Tools + Templates

Project Status Report Template (Brief)

PREMIUM deliverable
by Paulo Laurentino

This is a Project Status Report in Excel that can be used for periodic project information. Buffer, risks, milestones status and other relevant information are part of this report, which is a helpful tool for the project manager to show the project evolution.

Risk/Issue Assessment Template

by Suresh MK

Every project contains some level and amount of risk. To manage and mitigate project risks, it is important to have a risk management plan as a key artifact in the project toolbox. This assessment contains a section for project details and logs for risks, assumptions, issues, dependencies and change.

Project Status Update (Presentation)

PREMIUM presentation
by Daniel Grzybek

This presentation template is a formal customer-facing status report used for medium to larger projects, or for reporting multiple projects with the same stakeholder audience.

Learn From Others

Project Workflow Framework: An Error-Free Project Management Environment

by Dan Epstein

The project workflow framework enables even the inexperienced project manager to use detailed step-by-step guidance, examples, tools and practical advice, freeing experienced project managers to manage programs and portfolios and promoting better use of project resources to reduce the cost of projects across all industries.

Looking at Risks: A Logical Approach

by Kenneth Darter, PMP

Every project will have risks—this is simply a fact of life. But you need to know how you are going to look at and deal with risks throughout the entire lifecycle of the project. Here are five areas to keep in mind.

Project Profile: How Chevron Sustained Production in California

by Bruce Harpham

Energy firms are aware that the world is watching their actions concerning environmental impact. In this context, Chevron’s El Segundo Coke Drum project—winner of PMI’s Project of the Year Award in 2015—is well worth studying. The project was successful, delivered under budget and with an excellent safety record.

Project Task Duration Estimation and Scheduling

by Jon Quigley, Kim H. Pries

In this article, we look at the key to schedule success, historical and repeatable tasks, why schedules fail, how to eliminate the target date tango and build a schedule defense that manages the risks.

Taking Over a Failing Project

by Anand Thiagarajan, PMP

Continuing to develop a failing project is a big challenge. Improving the environment and culture to ensure successful delivery requires integrating the bottom-up approach from a small task level with a top-down orientation of strategic management. Learn how to diagnose failure and implement useful techniques.

Topic Teasers Vol. 76: Curing Repetitive Problems

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

Question: It’s always something! No matter how carefully I plan or how energetically my team works, there is always some issue that rises up to prevent us from feeling like our projects are really successful--either for us or for our organization. And the frustrating part is that the same things don’t happen each time. I don’t see any project processes that we can implement to solve this issue. Ideas?
A. You are using the incorrect project processes. If you have exhausted the ones commonly used in the United States, try PRINCE II, DSDM or DSDM Atern (agile). They have a 96.43% success rate in European countries.
B. While PMI standards try to pass along the collective wisdom of experienced, active colleagues, there are always so many unique situations that these can only be general guidelines. Sometimes you have to develop your own process to stop failures or quasi-missteps that aren’t happening in other places.
C. When projects fail, it is usually the organization’s internal processes that are at fault. If they tie your hands or don’t provide you with the lines of communication you need, you are powerless to succeed with even the most talented and dedicated team.
D. It is a misconception that any projects can achieve 100% of their goals. Average the cost, schedule and quality rates for the last 100 projects completed in your organization. If you meet those metrics, you have done an exemplary job as the project manager. Update these statistics to set new goals each quarter.
Pick your answer then Test Your Knowledge!

Team Stress Management

by Andy Jordan

No matter how hard we try to prevent it, there are times when our project teams feel overwhelmed. How do we manage those stressful times effectively?

Build a Better Risk Plan by Pretending to Fail

by Donald Charles Wynes

Do you have team members that don't want to be seen as negative thinkers, thus hindering your risk management efforts? This PM decided to turn things around and came up with a technique that turns finding a threat into a positive thing.

Testing From 40,000 Feet: Types and Purposes of Tests

by Wayne Watts

Testing is crucial to risk management, allowing components and systems to be put through their paces. Ignoring testing can lead to disastrous consequences, possibly even cancellation of the project. Gain an understanding of the purpose of different types of testing and where each type is appropriate.

Topic Teasers Vol. 75: Falling Down On Risks

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

Question: We’re kind of loosey-goosey on risk assessment on the projects where I work. A colleague is sitting for the PMP® exam and asked me about qualitative versus quantitative. I’m embarrassed to admit I can’t recall why the difference in the terms, but more importantly should I be using one or both on my current work? What’s the big deal?
A. If you are already certified and your projects are going well, there is no need to worry about risk assessment. These ways to evaluate risk are only for projects where public health or safety concerns are involved.
B. A rough consideration of “what could go wrong” is all that’s needed with most projects. If your projects fail to meet the time, cost or quality metrics over 79.6% of the time, you should use quantumtative assessment processes to try to find the issues.
C. Risk assessment is only mandatory on all projects that exceed a $1 million dollar budget or are being done for a governmental or international client. Regulations and your contract will both state qualitative and quantitative reports must be created.
D. For frequent small projects with standing teams that use internal resources and do little damage to the organization if they are slightly late, you may be able to get by with a very cursory consideration of project risks. But every project manager should know how and when to up their surveillance, especially if they want to move up to more complex assignments.
Pick your answer then Test Your Knowledge!

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Discussion Rules

Recent Questions

Topic Originator Last Post Votes Replies
PBT vs CBT  George Lewis  May 30, '16 11:40 AM 
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Delivery of projects affected by 3th party factors  Luis Rodriguez Amaya  Apr 7, '16 12:50 PM  12 
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bureaucracy effect on projects? or competency of bureaucratic regarding project management?  Nouman Rahim  Apr 4, '16 12:36 AM 
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- Janis Joplin