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Data Management and the Portfolio Execution PMO

by Andy Jordan

Portfolio management is an area that more and more PMOs are looking to become engaged in. As organizations look to improve project execution and alignment, what role does the PMO play in managing project data?

Talent Management: Powering Strategic Initiatives in the PMO

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Projects and programs are the core of any organization’s strategic initiatives--they are how change happens. Having the talent to implement those initiatives successfully is the critical capability that gives organizations a competitive advantage. Excellence in managing the talent is a key to unlocking that capability. In partnership with PwC, the Economist Intelligence Unit (EIU) and Human Systems International (HSI), the PMI Thought Leadership Series focuses on how talent management impacts project practitioners and, in turn, the successful implementation rate of strategic initiatives. Read more in Talent Management: Powering Strategic Initiatives in the PMO, Spotlight on Success: Developing Talent for Strategic Impact and Rally the Talent to Win: Transforming Strategy into Reality.


Knowledge Shelf

Turning Around a Failing Project

by J. Barry Vanek, PMP

Projects that have failed are often assigned to a different project manager. Knowing how to approach such a project is not always apparent. This article is designed to explore tools and techniques to use when stepping into a project that has failed or is in the process of failing. Every failed project that you undertake will stretch your professional ability and raise your profile as a valuable asset.

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In this unrehearsed call, Joseph Flahiff will coach Liza Wood through the issue she decides to bring. Joseph has done no preparation, and does not know the problem that Liza is going to bring. This is just what it is like when team member comes to a coach for a 1:1 session.

Project Management 2.0

Voices on Project Management

Spotlight On: Requirements

Requirements: Lost in Translation

by Chi-Pong Wong

Studies show that flawed requirements are a primary reason for project failure. Why do so many projects address the wrong requirements? The process is complicated and error prone. The solution? A forward-aligned requirement translation process.

Spotlight On: Project Management

The Really Big Project

by Kenneth Darter, PMP

Small projects can be found in abundance, but every now and then a really big project comes along. Are you prepared to work on a really big project that will take over your life for two or more years? Keep these five things in mind...

Topic Teasers

Topic Teasers Vol. 46: Sizing User Stories

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

Question: My colleagues complain that their Product Owner won’t help with the backlog. We have the opposite problem, in that the Product Owner wants to write the user stories herself. This gives us work directives that are too large and don’t always fit in with what it is possible for the team to create within the framework of a single iteration, but I don’t know how to suggest a better plan. How can I describe a workable process?
A. Suggest to your team that they accept that the backlog is the responsibility of the Product Owner and the ScrumMaster. They should work to deliver the user stories they are assigned.
B. Suggest that the use of a modified Fibonacci sequence will help estimate story sizes, and then add story points down the backlog until the total point limit for the sprint is reached.
C. Suggest that your team switch back to a more traditional project process approach when working with this Product Owner, but use the agile/adaptive approach when working with less controlling management people.
D. Suggest a collective approach to grooming stories chosen for each iteration. Choose one main story and fill with smaller, related supporting ones until the volume for the sprint is reached.
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