An Iterative Risk Management-Based Strategy for Benefits Realization

by Irfan Shariff

Project managers can facilitate benefits realization and--more strategically--the project management function. That encompasses the three Ps of project management, which can play the crucial but often missing organizational role that will embed benefits realization in strategy execution and--by extension--program and project delivery.

Managing ‘Other Duties as Assigned’

by Andy Jordan

We have all faced challenges--project work needs to be done, but it doesn’t really fit into anybody’s area of accountability. What are the unique challenges of that work, and how do project managers manage it effectively?

Cloak and Dagger Time for PMs

by Kevin Coleman

The sensitive information that is a routine part of project management is now a high-value target of corporate spies. Who said project management was boring?

Escalating Issues

by Kenneth Darter, PMP

There will come a day when you will face an issue and not be able to resolve it on your own. What will you do to ensure the project is not compromised?

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.

Introducing Statistical PERT

by William Davis

Isn’t there a no-cost way to create accurate, probabilistic estimates using just Microsoft Excel--without buying any add-in programs, without installing new software and without having to return to college to take a statistics class? Yes, there is: It’s called Statistical PERT.

Effective IT Leadership: What is the CIO's Role?

by Sreekumar Menon

CIOs holds the key in establishing IT as a part of the strategic business plan, which can help drive initiated changes across the organization. However, CIOs must also focus on maximizing outcomes with results in order to dramatically change the perception and actual value of IT in the eyes of the business.

Impossible Filmmaking (Part 2)

by Kevin Richardson

Nothing in his impressive experience could have prepared a time-crunched filmmaker for his hectic project in China...except one thing: earning his PMP certification. Read how this international project management consultant got an animated film off the ground in no time flat.

New Problems, Old Project

by Kenneth Darter, PMP

It never fails--at the end of the project, a whole lot of problems start cropping up. Tracking these problems in the flurry of activities occurring at the end of a project can be difficult. How can you handle these appropriately?

The Implementation of Risk Management

by Rodrigo Santamarina, PMP

Risk management allows a company to strike a balance where growth and related risks are in line with the strategy and objectives of the company. In order for these processes to function efficiently and effectively, there must be enterprise-wide commitment and involvement in day-to-day risk management activities. Properly implemented, risk management can immediately add value to your company.

Impossible Filmmaking (Part 1)

by Kevin Richardson

Nothing in his impressive experience could have prepared a time-crunched filmmaker for his hectic project in China...except one thing: earning his PMP certification. Read how this international project management consultant got an animated film off the ground in no time flat.

Project Documentation Done Right

by Kenneth Darter, PMP

A project will live or die by its documentation. So how can a project manager stay on top of all the moving pieces and emails flying about in the midst of the high-pressure environment of a project?

Navigating Life's Passages Using Project Management

by Michelle LaBrosse, CCPM, PMP, PMI-ACP

While learning how to navigate the Inside Passage to Alaska on a rebuilt wooden boat, this project management professional picked up five points to keep in mind when navigating important projects through their own passages.

Risk Identification, Speed Dating Style

by Dan Furlong, PMP, PMI-ACP, MBA, CSM

Risk identification only works if everyone is truly engaged--not just participating, but engaged fully as if an owner of the activity. Read how one healthcare expert managed to bring together a wide range of diverse, talented groups to quickly achieve a potentially complicated end goal.

Decompressing Issues

by Kenneth Darter, PMP

In the midst of a project, you do what you need to do in order to get things done and meet the requirements and deadlines of the project. After the fact, though, you may need to decompress the issues that occurred.

Topic Teasers Vol. 59: Plugging People Risks

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

Question: We recently had a data breach in my department that caused a serious problem with our public image, not to mention financial losses. Obviously, we want to be sure we are carefully protected going forward. This appears to me to be an IT issue, but I have been asked for my input about additional safeguards. What can I do at the project manager level to help insure that this sort of event is squarely in our past?
A. Do not allow employees to work on mobile devices or in a BYOD (Bring Your Own Device) scenario. The only reason most people want to work on their own technological equipment is so that they can take company resources and access codes with them when they leave.
B. Outsource your data to a third-party contractor. As part of the contract, make sure that they will take responsibility and pay reparations should a future infiltration happen. Transferring risk is one of the four suggested strategies for dealing with negative risk.
C. Set up an internal audit of employees and their usage of organizational systems, especially in times of personal stress. Insider risk is an often overlooked factor in data breaches.
D. Sweep the organization for anyone in the breached department who was involved in the creation of the software that was hacked. Fire them as a warning to anyone else who might write code that is vulnerable to outside attack.
Pick your answer then Test Your Knowledge!

Moving Past Risk Analysis

by Kenneth Darter, PMP

Risk analysis is a wonderful tool for project managers. But in order for risk management to be useful to a project or a program, the management team will need to move past risk analysis and into taking actions based on the analysis.

Topic Teasers Vol. 58: Sneaky Risks

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

Question: Working in IT, it seems that the normal risk management processes are really sort of a “phone it in” routine exercise. We don’t have to worry too much about the production line needing grease or the recycled sheet metal not arriving on schedule. Is there a better approach to risk for software-centric teams?
A. No. One size fits all. There is always equipment failure and the chance of malware, just to mention two common issues, so follow the same risk processes as all projects do to mitigate risk in your environment.
B. Yes. Make sure you have an open source set of source code analysis tools. Run them each time your developers make a change in the code to search out bugs and other vulnerabilities. That is sufficient to ensure you do not experience unfavorable risk events.
C. No. If you deviate from the risk management processes used by others producing more tangible products, you won’t be able to coordinate your risk data to give management meaningful projection data.
D. Yes. While you don’t have the typical risk issues, you have new and potentially more damaging ones that are seldom addressed in most IT environments. Use some business analysis tools to assess and deal with them.
Pick your answer then Test Your Knowledge!

Preparing for Difficult Situations

by Kenneth Darter, PMP

While it may seem like all of project management is dealing with issues, risks and problems with the team, if you can learn to deal with the problems in the correct manner, then every now and then you might just have one of those days where everything goes right.

Juggling Projects

by Kenneth Darter, PMP

Dealing with one project can be quite enough, but what happens when you are juggling two or more projects? It's not easy, and those times should be approached very carefully so that no balls get dropped and projects don't end up being left out in the cold.


"Most people would sooner die than think; in fact, they do so."

- Bertrand Russell