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Is Your PMO an Integral Part of Organizational Leadership?

by Andy Jordan

We now look to PMOs to take more of an active role within the entire lifecycle. For that expanded role to be successful, the PMO needs to be more than simply the guide and controller for project execution; it needs to be accepted into a leadership role within the organization--partners with business units and accepted experts on portfolio execution.

The Importance of Project Manager Recognition

by Andy Jordan

You can put as many management and oversight layers in place as you like, but ultimately the frontline of project execution is made up of project managers and their teams. The first Thursday of November is almost here again--International Project Management Day--so let’s celebrate PMs (but let’s plan that celebration properly first...).

When PMs Turn Bad

by Andy Jordan

One of the most important things to have is self-awareness--we have to recognize when it is we as project managers that are causing the problems, and when our team members are telling their colleagues about horror stories where we are the bad guys. Here are three swivel-eyed demons to watch out for...

Jekyll & Hyde PM: Managing Project Shifts

by Mark Mullaly, PMP

The most significant challenge for any project manager is when projects shift modes. The shift from startup to execution, and the shift from execution to closeout, requires a change in mindset. Each shift needs the PM to adjust their focus and emphasis--and a corresponding change to how they deal with people.

Controlling the Emergency Project

by Andy Jordan

When things go crazy, how do you ensure that process doesn’t suffer? PMOs will benefit from having a “process-lite” concept that could be used in emergencies--and more importantly, a framework for determining when the approach could be used.

Don’t Go Chasing Waterfalls: 2 Reasons to Avoid Waterfall, and 3 Better Approaches

by Rob Saxon

The waterfall methodology for projects is aptly named, because it is equally painful to try to go back to prior phases of a project once the effort has advanced to the next phase. This article will outline two reasons to avoid waterfall, and three ways to approach software projects that are more useful.

Requirements: Get It Right the First Time

by Kenneth Darter, PMP

Managing requirements becomes much easier when they are well defined from the beginning so that you avoid confusion and rework. Here are some key concepts to help you get it right the first time.

How to Discover Quality Requirements

by Michael Wood

The road to successful requirements management begins with a quality requirements discovery process. Learn why this process can help you avoid costly mistakes, scope creep and even project failure.

Insourcing vs. Outsourcing

by Kenneth Darter, PMP

Sometimes it's a knock-down, drag-out brawl between proponents of insourcing and outsourcing. When the final bell rings, who will still be standing?

The Highs and Lows of Contract Project Management

by Andy Jordan

Done well, contract-based project management can deliver the kind of results that simply wouldn’t be possible using only employee resources; done poorly, it can be a disaster.

Hiring a Consultant: What to Do, What Not to Do...and Why

by Mark Mullaly, PMP

Is "consultant" a dirty word? Many consultants get a bad name from the fact that they become indistinguishable from the organizational employees that they work alongside. How do you know that hiring a consultant is a good idea?

The Key to Optimum Outsourcing

by Jiju (Jay) Nair, PMP

Some studies have indicated that the real benefits of offshore outsourcing can be diminished by issues in communication, skill sets and accountability. But if managed properly, offshore IT projects can reap substantial rewards.

The Consulting Relationship: A Matter of Trust

by Andy Jordan

Many consulting engagements see frustrated consultants because they are not allowed to do what they feel is needed to maximize the chances of success. Here, we look at how these scenarios can be avoided--something that starts with trust.

The ABCs of Always Beneficial Consultants

by Kenneth Darter, PMP

Consultants can be a helpful resource on a project or they can take up valuable space. Here are some ideas for the best way to deal with consultants and make sure they are beneficial to the project.

Of Martial Arts and Methodology

by Patti Gilchrist, PMP

Choosing the best framework or methodology requires thought, but be careful not to overanalyze it. PMs can gain valuable insight from Bruce Lee’s philosophies, which offer a sound approach to achieve success in any area.

Process Flexibility: Creativity or Chaos?

by Andy Jordan

How strictly should an organization enforce its process methodology? In this article, we look at ways that organizations can provide flexibility to their project managers without damaging the effectiveness and credibility of their project approaches.

The Path to the PMP (Part 4)

by Bruce Garrod

In the journey to PMP fitness, you have taken three decisive steps. But many PMs have not had the opportunity to participate in a suite of courses where most knowledge areas are explored from a combined approach of PMI theory and real-world application. While this can put you at a real disadvantage, it’s still possible to be successful. In out latest installment, we cover Project Integration Management.

Keeping the Schedule on Track

by Kenneth Darter, PMP

If the schedule only exists to track what happened, it is a fairly useless tool. It will be glad to talk to you about the project and tell you how horrible things are, but that is not what project managers need. Here are some ideas for using the schedule to help the project instead of just using it to document failure.

How Emergency Response Helps Project Execution

by Jiju (Jay) Nair, PMP

While many projects may not have to adopt the elements of the Federal Incident Command System, some are set up to resolve a certain time-bound resolution of organizational priorities and can reap the benefits.

Should Technology and Process Coexist?

by Andy Jordan

With the ever increasing use of technology, how are processes impacted? Our writer feels that technology should be an overlay to the process work--we should start with a solid process and then look for ways that technology could make life easier in the execution of the process. But a colleague doesn't agree...

PMO-level Issue Management

by Andy Jordan

Every project has an issues log. But what about the PMO? Does your PMO manage issues and maintain an issues log? Do you look for trends across the issues of different projects and take proactive steps to address them? Do you attempt to prevent issues through good communication? In this article, we look at a model for PMO-level issue management and suggest ways that it can improve the quality of projects that your PMO is responsible for.

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"Talk sense to a fool and he calls you foolish."

- Euripides

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