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Communication Before Big Project Change (Part 1)

by Joe Wynne

When big changes are afoot (or rumored), there are two points where communication is critical. Waiting until more is known will simply result in workforce issues, stakeholder anger and reputation problems. Instead, be ready to stay ahead of the issues by knowing the two critical points when communication is possible--and how to know what to communicate.

Agoraphobia: The Fear and Loathing of Open-Space Offices

by Mike Griffiths

Agile methods recommend co-location and face-to-face communications, but studies of office workers show high levels of dissatisfaction with open-plan environments. So, how do we make agile work and minimize the issues surrounding open-plan environments?

The Project Manager as Knowledge Broker

by Paul Baumgartner, PMP

Does project management just boil down to the right knowledge getting to the right people? Project success hinges exactly upon that, with a highly empowered project manager leading the way.

Communicate, Collaborate and Worry!

by Subhash Nigam

Who said worrying was unhealthy? Project managers must maintain a healthy amount of skepticism going into any project. It prepares us to be better “event planners”--and even better managers who must overcome hurdles to deliver value for the project's stakeholders.

Methods to Stop Meeting Madness (Part 3): Why You Need Process Agendas

by Dan Furlong, PMP, PMI-ACP, MBA, CSM

For any meeting--such as those using method or adaptive agendas that require steps, materials or supplies to be used--a process agenda is critical to your success. The process agenda provides the “how” of a meeting, whereby the meeting agenda itself defines the “what”. Get some help in the concluding installment of our three-part series.

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

by Dan Furlong, PMP, PMI-ACP, MBA, CSM

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.

Methods to Stop Meeting Madness?

by Dan Furlong, PMP, PMI-ACP, MBA, CSM

As project managers we are often asked to attend “urgent” meetings on short notice. More times than not, these meetings are poorly run, inadequately attended, stray off topic and include too many topics to manage in the period allotted. Life does not have to be this way.

PMOs: You Must Have Presence!

by Dan Furlong, PMP, PMI-ACP, MBA, CSM

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?

Knowledge Sharing on Agile Projects: Absent or Abundant?

by Mike Griffiths

Some people see agile projects as knowledge transfer deserts where information is hoarded by key individuals and no useful documentation produced. Others believe agile projects are all about knowledge transfer. So why the disagreement? How can smart, experienced people have such different views about the same topic?

Stakeholder Integration: 3 Critical Factors

by Marcelo A. Briola, MBA, PMP

Stakeholder integration is vital to achieving project goals. In order to achieve successful integration, the project must be based on three critical success variables.

Preparing for the Exam with PMBOK Guide—Fifth Edition (Part 9): Communication Management

by Bruce Garrod

Do you need to study how to communicate in preparation for the PMP exam? Really? With only three PMI processes based around the function that every project manager does every day of their life, it may feel that studying this chapter in A Guide to the Project Management Body of Knowledge (PMBOK Guide)—Fifth Edition is a waste of effort. Not so fast...

5 Technology Trends Project Managers Should Know

by Elizabeth Harrin

Technology is revolutionizing how we work--and it’s not just Big Data. Here are the five technology trends that will influence how you manage projects in the years to come.

The Future of Project Management: Globalize, Commoditize, Professionalize

by Rob Saxon

As our profession rapidly expands beyond the borders of the United States and Europe, we will see further advancements and promising developments in the science and art of project management. This writer expects the trends of globalization, commoditization and professionalization to continue. As experienced project managers, we must examine these trends--and seize the opportunities that they present.

Capturing Schedule Updates

by Kenneth Darter, PMP

The schedule needs to stay up to date if the project is going to proceed on time and be successful. Keep these tips in mind when developing a strategy for capturing schedule updates to ensure the success of the project.

Telecommuting Time

by Kevin Coleman

Telecommuting has been called the future of work, even for program and project managers. Like it or not, we had all better prepare for this as it is highly likely that within the next few years, it will impact all of us.

Your New Priority: Retaining Project Workers

by Joe Wynne

Economic and demographic trends are requiring project managers to prioritize certain workforce management skills to avoid replacing workers during the project. Make sure you understand these four relevant trends to help you avoid problems.

3 Trends that PMs Should Watch

by Carleton Chinner

The future is a blank canvas, but trends today--in automation, aging populations and the fundamental interconnection of people and things--point to outcomes being possible, some say even likely. Here are three trends we are likely to see over the next two decades.

Effective Teaming

by Robert Martinez

Some say leaders are born, not made. Perhaps, but teams are not born so therefore have to be made. But more often than not, project managers don’t get to choose their team or team members. Given this reality, how do we make the most of our teaming opportunities? This paper offers ideas on the dynamics of effective teams and team building, focusing on the characteristics of successful teams.

ProjectMan and ProjectWoman to the Rescue!

by Andy Jordan

Project managers are the most humble of all superheroes, but maybe it’s about time to show the world the color of our capes. What better time than International Project Management Day to acknowledge how awesome we are?

Data Visualization for Projects: How to Get Your Message Across

by Mike Donoghue

The adage “A picture is worth a thousand words” is one that can aptly be put to the test when attempting to convey technical complexities and nuances. Communicating these issues through visual means can increase the perception and appreciation of the challenges and rewards that a project can bring.

Leadership Means Never Having to Say You're Bored

by Mark Mullaly, Ph.D., PMP

Project managers face an awkward and interesting leadership challenge. What do we do in these situations? What strategies are available, and what resources can we draw on in order to navigate our way to success? And what do we need to know about ourselves, our teams and our organizations if we are to genuinely lead effectively?

Transitioning Leadership: A Personal Story

by Michelle Stronach

When you take over an in-flight project, it's important to know the circumstances of the change. This article is a personal story about taking over a well-managed project that was necessitated by unfortunate circumstances.

Sponsor and PM: The Perfect Leadership Team?

by Andy Jordan

The sponsor and project manager should form a powerful leadership team that creates a positive environment. In reality, that often fails to occur--and the fault frequently lies with a “broken” relationship. Get some help in maximizing these roles.

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"Nothing defines humans better than their willingness to do irrational things in the pursuit of phenomenally unlikely payoffs."

- Scott Adams

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