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Running on New Rails (Part 1)
- by Ian Whittingham, PMP
(March 26, 2008)
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Whether you accept the apparent causal connections that link the physical attributes of a Roman war horse to a contemporary railway gauge, the story implicates some persuasive explanations about how technological development appears to proceed.
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4 Steps to Building a Successful PMO
- by Lisa Sipe, PMP
(March 14, 2008)
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Implementing a project management office is a project in itself, subject to the same pitfalls. However, you can improve the success rate of your PMO implementation by following four clearly defined steps.
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(Projects) Made In China
- by Janet Carmosky and William Carl
(March 13, 2008)
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The guoqing (national character) of Chinese project management stresses instincts over methodology. With an education system that churns out resourceful engineers, projects are ready to deliver at the task level. It all falls apart or comes together where project leaders must intuitively translate mission into objectives, and that’s tricky when directives are based more on political criteria than commercial principles.
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3 Steps to a Well-Defined Project Plan
- by Chris Wright, PMP
(September 27, 2007)
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In a hectic business environment, project fundamentals such as scope definition and the Work Breakdown Structure often take a backseat to a “just get going” mentality. It might better be described as the “flail until you fail” approach. Here is the 101 on creating a plan that defines your project from the outset.
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4 Starting Points for Effective IT PPM
- by H-P
(September 17, 2007)
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Whatever the type and size of your business, whatever its level of experience with project and portfolio management, you can improve the effectiveness of your practices — at your own pace — without disrupting your current operations or increasing the level of heartburn among your current staff. Here’s how.
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5 Concerns About Joining A PMO
- by Andy Makar, PMP
(July 5, 2007)
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All project management offices are not created equal, and the perception of a PMO’s value within an organization will greatly influence a project manager’s decision to pursue a position in it. Here are five concerns that could discourage a project manager from seeking a PMO-related role, and why these unappealing factors still might provide opportunities to grow.
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6 Reasons to Join a PMO
- by Andy Makar, PMP
(June 28, 2007)
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An assignment in a PMO can offer project managers experience in program-level risk and change management, expand their awareness of business issues and develop leadership skills. It can also offer the opportunity to become part of the solution to project management processes in need of fixing.
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5 Reasons To Web-Enable Your Project Teams
- by Cynthia West
(June 18, 2007)
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The market for web-based project management solutions continues to rapidly expand, with a wide range of offerings for every budget and requirement set. There really is no good reason for strategic initiatives to be handcuffed by non-collaborative tools when web-enabled options can make project teams dramatically more efficient and productive.
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3 Must-Haves for a New PMO
- by Tom Carter
(May 21, 2007)
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Three factors are critical in placing a new project management office on the road to long-term success: alignment of staff size, skills and reporting level with the organization’s expectations; a charter that clearly defines responsibilities, processes and standards; and demonstrated value in the first 100 days and six months.
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7 Collaboration Competencies
- by Sue Dyer
(February 20, 2007)
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Conflict on a project can be a force for constructive change, but an adversarial management style can erode a team’s trust. Understanding this key distinction is part of effective project leadership. Here are seven core teambuilding competencies that all project leaders should own — or start working on developing.
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6 Principles for Managing Teams
- by Susan Snedaker
(September 7, 2006)
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If you are new to project management, you may not feel comfortable managing a group of people over whom you have no direct authority. The job is part manager, part negotiator, part communicator and part cheerleader. Here are six fundamental pointers for staying on top of the most common team-related challenges.
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4 Starting Points for IT Governance
- by Mercury
(July 17, 2006)
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Effective IT governance can be a transformational experience, but each organization's journey is unique, reflecting its own immediate needs and priorities. Here is a look at four different starting points for using Mercury IT Governance Center to run IT like a business and demonstrate value.
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(L)earned Value
- by Janis Rizzuto
(April 13, 2006)
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In the second of our three-part series on earned value management, experienced practitioners share some trends, best practices and pitfalls. Plus, profiles of two successful EVM applications in the public and private sector.
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