Integration

Best Practices for Application Integration

by Tad VanderVorste

Application integration is the process of exchanging data between two or more business/application systems. Integration between software applications presents a unique set of challenges. The author describes seven best practices that can be applied to any integration effort, large or small, to improve delivery results.

Scope

Start with the Scope

by Kenneth Darter, PMP

Projects get started for various different reasons--and with varying levels of understanding. The scope is one of the most important items to settle on as soon as possible at the beginning of the project.

All About Project Scope

PREMIUM presentation

Simply put, scope is the size of the project. But there’s more to it than that!

Time

Measuring Quality in a Schedule

by Kenneth Darter, PMP

When setting up a schedule, you should be able to measure the quality in order for it to be accurate and useful to the project team. Setting up some quality measures will monitor the schedule and help show a truer picture of the project.

Project Plan Reality Check

PREMIUM presentation

Before you submit your project plan for final approval, you'd better check it over. Learn the steps for cross-checking a project plan.

Cost

Project Management as a Service: The New Model

by Elizabeth Harrin

Do you deliver Project Management as a Service? That doesn’t mean outsourcing your PM to a consultancy, but changing the way you think about project management and your customers--they are clients of the project management processes that you provide.

Cost Estimating Worksheet

PREMIUM deliverable

This document describes a template for a bottom-up project cost estimation worksheet based on a project WBS having disciplines as basic elements. The worksheet is based on WBS elements commonly adopted on the development of new products in the electromechanical industry involving HW and SW development, qualification, integration of new components into a system, development of system configuration rules, training and industrialization.

Quality

Topic Teasers Vol. 53: Make Your Point With 'ilities'

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

Question: This is a small company and I’m very lucky. Rather than just having a project dumped on me, my boss typically describes what he is thinking about doing and he asks my opinion. The problem is that I don’t know how to evaluate his project ideas quickly and I don’t want to give him wrong advice. How can I hold a meaningful conversation without looking stupid?
A. Ask to take the idea back to your desk for a week or so. There you can confer with other employees and do additional research on his idea before you give him your response.
B. The Ilities are the group of mythical Greek women who protected Homer and saw to it that he won every battle. Use the story of the Greek heroes, who found courage by relying on the idea of protectors backing them to mentally allow you to gain the confidence to discuss the project ideas.
C. The responsibility for choosing projects belongs solely with your boss. Tell him that you are flattered that he has asked your opinion, but you feel that your role is just to fulfill the project requirements he sends to you in writing.
D. There is a list of quality checkpoints called the “Ilities”. They are also useful when evaluating a project at conception to see if it is worthwhile to pursue, or if it should be dropped.
Pick your answer then Test Your Knowledge!

Managing Quality in a Program Management Plan (Part 2)

by Joe Wynne

Working on the program level, quality management becomes complex because of differing elements being measured and differing criteria. A Program Management Plan with a quality management section can fit the bill. In the concluding installment, we look at how you can guide this complexity.

People

Project Team & Individual Management Plan

deliverable

All project managers should have individual management and development plans for team members, and there should also be an overall team management plan that looks at the team collectively and addresses any issues that may exist with the group. This template includes plans for both individual and team, and is based on Paul Hersey and Ken Blanchard’s Situational Leadership Model (readily available online) as that provides a simple-to-understand way to look at teams.

Teachable Moments: The Best Person for the Job

by Susan Kennedy, PMP

Teachable moments are formed when you have done something--regardless of the outcome--and learned from the experience. Learning makes us better at what we do and provides a great opportunity to develop others and sharpen skills. We’ve compiled our best Teachable Moments from our community members for you to learn from and share with other project managers. In this installment, we learn how one conversation changed the way a PM thought about project staffing.

Communications

Methods to Stop Meeting Madness (Part 2): What’s Your Agenda?

by Dan Furlong

As our series continues to help you alleviate meeting madness, we talk about the various types of meetings we attend and how the agenda format should take the meeting purpose into account--and how nearly all meetings can be grouped into one of four categories.

PMOs: You Must Have Presence!

by Dan Furlong

PMOs frequently find themselves in front of an audience--sometimes as a meeting facilitator, sometimes as a presenter and sometimes as a motivational speaker. It is critical that as a PMO you have “presence” if you are to be the most effective leader you can be--and why would you want anything else?

Risk

Balancing Project Schedules and Risk

Apr 23, 2015 2:00 PM EDT (UTC-4)
PREMIUM webinar

Most projects are not successful. According to a 2014 survey, less than 30% of capital projects are delivered on time or on budget. Planning and executing a successful project requires finding balance between the project schedule and risk.

Teachable Moments: Ready for Disaster

by Sean Carroll, PMP, SPHR, SHRM-SCP; Scott Calhoun, P.E., PMP; Sean P. Hannigan, P.E.; Garrett Meyer; Jason Smith

The flawless maritime response to the 2013 Boston Marathon bombings validated the campaign to change the status quo and prepare for the unthinkable through benchmarking, validation, consensus, training and implementation.

Procurement

Procurement in Project Management - What You Need to Know

PREMIUM on-demand webinar

All project managers have to buy something, either goods or services. When you have a procurement professional on your team, you can manage the procurement as a subproject. But when you have to do the procurement yourself, you need to know exactly what has to be done, and when.

The Money Files

by Elizabeth Harrin

A blog that looks at all aspects of project and program finances from budgets and accounting to getting a pay rise and managing contracts.

Stakeholder

A PM in Paris

by Patti Gilchrist, PMP

A trip to Paris was an invaluable experience that broadened this writer's awareness to a different country and culture--and taught her about life and how these lessons can be applied to project management.

Initial Stakeholder Engagement in a Cultural Change Project: A Case Study

by Amrita Khadilkar, PMP

The successful rollout of a fundamental change needs support and buy-in from senior stakeholders. The project manager therefore needs to plan for adequate and persistent senior stakeholder engagement. This article introduces two measures--Appetite for Innovation (AI) and Trust (T)--that can be used to predict likely responses of senior stakeholders to organizational change. Low AI can be addressed by making the change real and relevant to stakeholders. Low Trust can be addressed by improving the awareness of senior stakeholders about the change that is being introduced.

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