Project Management 2.0

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New technologies, concepts, and Web 2.0 tools are popping up everywhere. How can you use them to help your project team collaborate, communicate - or just give your project an extra boost? [Contact Dave]

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Categories: Learning, Research

Situation: You Like to Get Your Head Around the "Big Questions" in Project Management.

Hey PM Thought Leaders >> Take a look at the list below and let me know if one of the topics could really help you tackle the challenges you face every day.

Earlier this week I attended PMI's Research & Education Conference 2010.  The event has asubtitle - "Defining the Future of Project Management".   While I'm not sure that anyone can "Define the future" of anything, I think there were some interesting presentations.  I plan to interview some of the researchers, but I was hoping to get some feedback (either here as a comment or via email, whichever is easier) on what you might find interesting.  During each interview I'll be attempting to identify who the research findings might be interesting to and what practical actions you can take based on their findings.

 

PMI presented awards for work in the following areas:

The 2010 Project Management Journal® Paper of the Year Award
PMI's 2010 Project Management Journal® Paper of the Year Award was presented to Terence J. Cooke-Davies, Ph.D., Lynn H. Crawford, DBA, MTCP, and Thomas G. Lechler, Ph.D. for their article Project Management Systems: Moving Project Management From an Operational to a Strategic Discipline.  The article was published in the March 2009 issue of Project Management Journal.

          
2010 Student Poster Award
Jefferson Leandro Anselmo, Ph.D., M.Sc., PMP® is the winner of PMI's 2010 Student Poster Award for his submission, Project Management In Project-Based Businesses: An Integrated Proposal for the Management of the Operational, Organizational and Strategic Dimensions.

         

Topics presented at the conference

  1. Applications of positive psychology to teaching project management and leadership
  2. Supporting interaction in the classroom – Using personal response units
  3. The use of Skype and other communications technologies to deliver international project management education.
  4. Online programme delivery – A case study
  5. A New Route to Professional Development: Overcoming the Immunity to Change
  6. Inter- and Intra- Project Knowledge Transfer – Analysis of Knowledge Transfer Techniques
  7. A Proposed Construction Design Change Management Tool to Aid in Assessing the Impact of Design Changes
  8. Predicting Team Performance based on Past Individual Achievements using Artificial Neural Networks
  9. Change Management in Project- based Organizations - a case study of a construction company
  10. Relevance of Project Marketing Activities to Project Management Practitioners
  11. Interactions-based Risk Network Simulation for Project Risk Prioritization
  12. Identifying Forces Driving PMO Changes
  13. Attitude-Based Strategic Negotiation for Conflict Management in Construction Projects
  14. Aim Fire Aim - Planning Styles in Dynamic Environments
  15. Managing projects practitioner development – a successful university- industry partnership
  16. The PMO Maturity Cube, a Project Management Office Maturity Model
  17. Social and Behavioral Influences on Project Team Process
  18. Managing Complex Public Projects: Timing Norms, Temporal Misfits, and the Role of Project Management
  19. Building a Positive Classroom in Graduate PM Education
  20. Exploring PMOs through Community of Practice Theory
  21. Cultural Differences in Projects
  22. Early Warning Signs in Complex Projects
  23. Project Management Education, Training, Working & Learning: a longitudinal study into the experiences of British Army officers in UK defence related projects
  24. Strategic priorities and PMO functions in project-based firms
  25. A Conceptual Model of the Emotional Valuation of a Project
  26. Classifying Improvisation: Some comments on Managing chaotic Evolution
  27. Project Management in Academia: Friend or Foe? An Exploratory Study of the Social Sciences and Humanities
  28. Project portfolio management (PPM) – strategic and operational agility through projects
  29. Change Management & Project Management
  30. The relation between organizational & professional commitment in the case of project workers: implications for the project management profession
  31. Project Portfolio Management: Comparing Practive with Theory
  32. World Bank projects’ critical success factors and their interactions: an empirical investigation
  33. 25 Years of Stakeholder Theory in Project Management Literature (1984-2009)
  34. Project Value Mindset of Project Managers
  35. Interdependencies among projects in Project Portfolio Management: A content analysis of techniques
  36. Are we getting any better? Comparing project management in the years 2000 and 2008
  37. I Can’t Get No... Satisfaction:Moving on From the Dominant Approaches to Managing Quality in Complex Programs
  38. Human Resources in Project- Based Firms: Moving In, Moving Out, Moving On
  39. Managing Projects in Context: Responding to Strategic Drivers
  40. Role of project maturity and organizational culture on project success
  41. Problem-based learning in advanced project management education
  42. Using Performance Evaluations to Raise Individual Accountability on Project Teams
  43. Project Management Maturity of Croatian Companies: Is There Any?
  44. Why Information Systems Development Projects are always Late
  45. Using Web 2.0 in large cohort project management education: panacea or empty promise
  46. Finding the Right Person for the Job: Rethinking Work-Worker Fit in PPM
  47. Dynamic capability: Understanding the relationship between project portfolio management capability and competitive advantage
  48. The program manager’s leadership competence and program success: A qualitative study
  49. Simulation as a Teaching Tool for Quantitative Risk Analysis
  50. Improving project team performance through team learning
  51. Key drivers to the effectiveness in managing multiple projects: An empirical investigation in an IT organization of a world largest financial institution
  52. Program Benefits Management in Practice: an exploratory investigation
  53. A case for project management education as a catalyst for sustainable development in developing countries
  54. Project Management in Small to Medium-sized Enterprises: tailoring the practices to the size of company
  55. Organizational Control and Project Performance
  56. The Impact of a Project Benefit Methodology on the Project Management Discipline
  57. Structuring Risk into Projects
  58. Influences of Environment and Leadership on Team Performance in Complex Projects
  59. Contribution of Individual Project Participant Competencies to Project Success
  60. Integrating Performance Measures to Exert Effective Leadership in Managing Project Portfolios
  61. The Accuracy of Hybrid Estimating Approaches?—Case Study of an Australian State Road & Traffic Authority
  62. Implementing Organizational Change Using Action Research in Two Asian Cultures
  63. Demographic Determinants of Project Success Behaviors
  64. The Time Dependence of CPI and SPI for Software Projects
  65. The Role of Project Collaboration Quality and Knowledge Integration Capability in Multi-Partner Projects
  66. Project Champions in the Context of Socio-Political Issues of Project Management
  67. Project Portfolios in Dynamic Environments: Sources of Uncertainty and Sensing Mechanisms
  68. Re-Thinking Project Management Maturity: Perspectives Gained From Explorations Of Fit And Value
  69. Knowledge entrainment and project management: Understanding project management as knowledge integration under time pressure
  70. Factors that influence and are influenced by change projects
  71. Balancing value-for-money and operational performance of Public- Private Partnerships projects
  72. Relating sustainable development and project management: A conceptual model
  73. Knowledge Production and the Success of Innovation Projects
  74. Understanding and Managing Conflict in a Project Environment
  75. Dimensions for Project Success Enabled by the Sponsor / PM Relationship
  76. How does modern project work really affect our societies, our organisations, and us a individuals?
  77. Knowledge Management Practices in IT Projects: An Exploratory Assessment of the State of Affairs in the Caribbean
  78. Integration of 3-D Web and Semantic Web Technologies: A New Structure for Communications Plans
  79. The influence of project front end management and project complexity on project success - A contingency approach in project management research
  80. Creating knowledge of end-users requirements
  81. Climate of Innovation in Government Communities of Practice: Focusing on Knowledge Gains and Relationships
  82. An Empirical Identification of Project Management Toolsets and a Comparison among Project Types
  83. The influence of the gap between project manager and executives on project results
  84.  It’s Not My Fault!: Exploring the role of the client in program performance

 

Anything jump out as just what you were looking for?  Let me know and I'll drill down deeper for you.

 

pplications of positive psychology to teaching project management and leadership.” J Davis Clark School of Engineering, University of Maryland, USA 2. “ Supporting interaction in the classroom – Using personal response units.” A W Gale School of Mechanical, Aerospace and Civil Engineering, The University of Manchester, UK
3. “The use of Skype and other communications technologies to deliver international project management education.

 

pplications of positive psychology to teaching project management and leadership.” J Davis Clark School of Engineering, University of Maryland, USA 2. “ Supporting interaction in the classroom – Using personal response units.” A W Gale School of Mechanical, Aerospace and Civil Engineering, The University of Manchester, UK
3. “The use of Skype and other communications technologies to deliver international project management education.
Posted on: July 15, 2010 11:00 PM | Permalink | Comments (10)

New From PMI - Read an Article, Take a Quiz!

Situation: You’re looking for new and interesting ways to earn PDUs



PMI has created a new type of learning module that helps you learn about very specific areas within Project Management, testing your understanding of the material with a short quiz at the end of the exercise.  Here are some examples of topics addressed.
  • Fundamentals of Scheduling & Resource Leveling
  • Is Your Schedule Correct? Common Scheduling Mistakes and How to Avoid Them
  • Take Control of Your Projects and Stop Being a Victim of Late Requirements

PMI Publication Quizzes are based on PMI-published articles and papers available at the PMI.org Marketplace.  Customers purchase the quiz together with one or two related articles and papers. Credential holders will read the article(s) and then complete a short quiz to earn PDUs. PMI volunteers work in conjunction with the PMI Professional Development Group to create the quizzes.  Recently we spoke with Brian Weiss, Vice President of Product Management at PMI to get a better understanding of what these quizzes are and how you can best use them as a part of your continuing PM education efforts.


Q. Who came up with the idea to create this offering? What was the impetus behind it?

This idea, like many of the ideas that become products or services at PMI®, was introduced by one of our staff members. We encourage our employees to be diligent about creating opportunities that support our members and credential holders. Because we have nearly 500,000 members and credential holders in more than 185 countries around the world, we are always looking for new and creative ways to reach out to these individuals and support their continuing education.

The Publications Quizzes program was designed to provide a convenient and affordable way for credential holders to earn the last few remaining Professional Development Units (PDUs) that are needed to maintain their credential.


Q. Can you tell us a bit about where this fits within the spectrum of options that PMPs have to maintain their certification? When and how are these quizzes best utilized?

The Publication Quizzes program complements our other PDU-generating programs. They can be used to augment the total PDUs needed to attain a credential – for PMP®, a total of 60 PDUs is needed and for our other  credentials (excluding CAPM), a total of 30 PDUs is needed. If, for example, a credential holder realizes he needs a few more credits to reach his target PDUs, the PMI® Publication Quizzes provide him with an opportunity to conveniently earn those remaining credits.

We also recognize there are members and credential holders in regions of the world without an abundance of Registered Education Providers from which they can earn PDUs. The PMI® Publications Quizzes program offers these individuals an easily accessible way to earn some of their required PDUs.


Q. Does the availability of this offering change how PDUs will be recognized for self study? In other words, a PMP has historically been able to just invest time reading articles and earn PDUs that way (versus reading, then taking a quiz as they do here). Will that option continue to exist?

Yes, the option to earn PDUs by reading a book or article will continue to exist. For those activities, the PDUs are recorded as Category 2 – Self Directed Learning (2-SDL). In this category, a maximum of 15 PDUs that can be earned per cycle.   PDUs earned from Publication Quizzes are recorded as Category 3. In this category, no more than one third of the total credential requirements may be earned per cycle through Publication Quizzes. For example, PMP® credential holders can earn a maximum of 20 PDUs from PMI Publication Quizzes, while other credential holders can earn a maximum of 10 PDUs.


Q. Does PMI plan to do the same thing with other media (beyond articles), such as webinars or podasts?

We are always seeking opportunities to provide the best tools to our members and credential holders, and this program was designed with the ability to expand content and platforms used for the quizzes. We can include webinars and podcasts, but can also look to books, such as those in the PMI® Bookstore and content found on the PMI® Virtual Communities’ web pages.


Q. According to the web site, just about anyone can take the quizzes (PMI members, non-member credential holders and non-credential holders). How do you envision non-credential holders using the quizzes?

The over-arching purpose of the program is to provide an educational opportunity for practitioners to increase their knowledge of project management. As with any sound educational program, a testing of what was learned serves to reinforce learning and build confidence for the learner. Non-credential holders or those interested in obtaining their credentials are also permitted to use the quizzes to test and increase their knowledge.


Q. Tell us a little about what’s next for PMI in terms of new offerings.

As mentioned earlier, we continue to expand our offerings and provide additional member value. One major area of focus has been on developing our virtual learning offerings – ranging from beginners to advanced practitioners. In that vein, we recently launched the Virtual Communities Project (VCP) initiative, which provides an opportunity for members, and the greater project management community, to network and exchange knowledge and ideas. PMI’s virtual communities have search capability across PMI.org and feature blogs, forums and wikis, which are updated on a regular basis, to create the ultimate project management collaborative community. We have received overwhelmingly positive feedback about this initiative and will continue to enrich and expand content within these communities.

Through our global program SeminarsWorld®, we also provide an opportunity for our members to gain real-world experiences via live workshops. We will continue to add new programs in that arena, as well as create new courses for our eSeminarsWorld program. In the future, we will expand our offerings to include courses that feature simulation exercises and discussion threads, which offer yet another way to engage participants and increase learning and retention.


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Posted on: October 07, 2009 10:21 AM | Permalink | Comments (2)

Positive ROI from a Project Management Conference?

Situation: You're on the hunt for great PM learning deals.

The bright spots in this economy are coming in the form of great deals from leading providers.  Two weeks ago, I told you about ESI’s awesome $500K scholarship program for unemployed PMs where they are giving away enough training to get hundreds of folks certified at zero cost.

This week I’d like to call your attention to the MS Project Conference
  • For a limited time, the whole conference is $699
  • You can mark down 32 PDUs for this conference (formal classroom sessions are commonly $1500 for this # of PDUs. PMI’s Global Congress costs $1,125 in advance, $1370 on site for a similar 3 day PDU opportunity).
  • You get MS Office Project Pro 2010 for free with the conference (a gift from Project Management Practice Inc. and Keystone Learning Systems).  As we all know, this is a VALUABLE piece of software.
  • You’ll get free online training (again from Project Management Practice Inc. and Keystone Learning Systems), which costs $395 List

Think of it this way.  If you are planning to upgrade your MS Project software anyway, you might as well buy it here and improve your skills for free.  However you think about it, it’s a great deal.


In the interest of disclosure, Microsoft is one of our advertisers and we are sponsoring this conference.  However, this is (of course) something I’d write about either way.
Posted on: August 06, 2009 09:46 AM | Permalink | Comments (0)

Free, High-Quality Training?

Situation: You want to turn your jobless stretch into a huge gain.

I'm always skeptical about training 'scholarships'.  So when the folks at ESI brought their program to my attention, I was thinking "here we go again...".  After closer examination however, I think this program is pretty cool - and very generous.
 

Here are the basics of the program:
  • ESI International is offering a $500,000 scholarship program for out-of-work technical professionals. Scholarship funds will cover the majority of U.S. course fees for approved candidates, who may choose up to three courses from ESI’s project management or business analysis curriculum.
  • Courses can be completed at any ESI U.S. public classroom, or via any ESI online learning platform. Courses can be applied toward an associate’s certificate or master’s certificate issued through ESI and partner The George Washington University in Washington, D.C.  GW will award advanced standing toward its Master of Science in Project Management to those who earn a GW/ESI project management master’s certificate and meet other requirements.
  • In addition to the scholarship, ESI has created a career information and source page for technical professionals at www.esi-intl.com/scholarship. The page includes a range of job-hunting resources and the opportunity to have ESI’s vice president of talent management answer visitors’ questions.
  • ESI’s Stand Out Scholarship will run through Dec. 31, or until funds have been exhausted. The program is limited to currently unemployed individuals who are U.S. citizens or permanent residents who show acceptable proof of unemployment.
 
“Despite the current economy, project management as a profession is expected to grow substantially in the next few years with an increasing demand worldwide in such project-intensive industries as manufacturing, pharmaceutical, construction and IT,” said John Elsey, President & CEO, ESI. “This program will allow professionals to keep up their skills in the industry to take advantage of these leading economic opportunities.”
 
There are a few questions we thought you would want answers to right away.  John was kind enough to answer them below...


Q.  Are the candidates selected based on any criteria other than being unemployed?  Or is it first come first served for people who are jobless?  (if there are additional criteria, what’s the best way to get selected?)

John: We wanted to help as many people as possible with ESI’s $500,000 Sta
nd Out Scholarship; keeping the qualification and application process easy was vital in achieving that objective. So as long as someone is unemployed, can show proof of unemployment, and is a US citizen or permanent resident, they are qualified for the scholarship. Awards are issued on a first come, first served basis when the completed application and backup documentation (found at www.esi-intl.com/scholarship <http://www.esi-intl.com/scholarship> ) is emailed to scholarship@esi-intl.com or faxed to (703) 558-2261. The only other consideration is that there is space available in the class they’ve selected; if a class is full we’ll work with them to try to find an alternative.


Q.  What are the most popular classes in the project management curriculum? In the business analysis curriculum?

John: We offer more than 30 courses in our
Project Management and Business Analysis. curricula, from entry level to advanced training. These are all eligible under the ESI SOS program.  While our program’s core courses are generally the most popular, the relevancy of the course based on the individual’s experience and skill gap is the most important factor to consider when selecting an appropriate course or program. Many of our courses are offered in the public classroom, e-Training and instructor-led Virtual Classroom formats.


Q.  How many more courses beyond the three would someone have to take to get an Associates or Masters through the program? 

John: With just three courses total someone can earn an Associate’s Certificate in Project Management from ESI and our academic partner The George Washington University. Since people can apply for and take up to three courses with SOS funds, they have the opportunity to quickly and inexpensively earn an impressive certificate which they can add to their resume. Students can earn a Professional Certificate in Business Analysis with a total of just five classes. Or a Master’s Certificate in Project Management with a total of seven courses. Plus, GW will award advanced standing toward its Master of Science in Project Management to those who earn a GW/ESI project management Master’s Certificate and meet other requirements. Our Course Counselors are available to help students determine the best courses to achieve their learning and career objectives.

 
Posted on: July 13, 2009 10:34 AM | Permalink | Comments (3)

A PM Competency GAAP?

Situation: You need a way to measure the competency of Project Managers – or your own.

Recently, I was trying to answer a question from a member who needed a way to measure competencies of the PMs that reported to him.  The first approach that came to mind was the PMI Project Manager Competency Framework.  I happened to have the Second Edition (2007) on my bookshelf.  I also remembered a serious and ongoing effort to create a sort of open Source competency framework, undertaken by the Global Alliance for Project Performance Standards.  The latter is a free, somewhat simpler framework than the PMI version.   I think that either is better than nothing.  However, competency rating is such a tricky thing to start with – such measures should be viewed within the context of other performance measures in place.  In other words, I wouldn’t consider them as a fair way to select a bottom 10% to lay off.  These are better used as a way to identify potential areas of improvement so that people can work on “sharpening the saw”.

Here are a few quick observations I made about the two approaches.  Please feel free to comment or add your experiences with either.

PMI Framework = Comprehensive, but Critical Measures May Be Soft


As you might expect, the PMI framework is aligned with the PMBOK.  I really like the more granular focus on personal abilities, but I also know these are likely the most difficult to accurately assess. 


GAAP Framework = Easier to Measure Metrics, No Skills Coverage


The GAAP framework is a simpler structure and seems to focus more on ending projects well. 


All in all, I think that the GAAP approach focuses on the things that are easier to measure.  I think that gives you a more accurate view of “what happened”.    The PMI approach is more ambitious, covering those critical skills that truly great PMs need to be successful.  For example, under professionalism there are performance criteria for “Demonstrates commitment to the project”.  The Performance Criteria cover very important issues like “Understands and actively supports the project’s and organization’s mission and goals”.  The types of evidence are examples of when the PM has taken positive steps toward meeting the criteria.   This is a great way to gather proof points, but proof that you did good things doesn’t mean that there weren’t as many bad things done on your watch on that same project.


 

What is Measured? (Competencies)

 

PMI Competency Development Framework

GAAP Competency Framework

Initiating a Project  (Performance)

 

Planning a Project   (Performance)

Manage Development of the Plan for the Project

Executing a Project  (Performance)

 

Initiating and Controlling a Project  (Performance)

Manage Project Progress

Closing a Project  (Performance)

Manage Project Acceptance

 

Manage Project Transitions

 

Evaluate and Improve Project Performance

Communicating (Personal)

 

Leading (Personal)

 

Managing (Personal)

Manage Stakeholder Relationships

Cognitive Ability (Personal)

Posted on: February 25, 2009 02:39 PM | Permalink | Comments (6)
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