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

The Monty Python Project Manager: And Now for Something Completely Different

by William Craig Forgrave

The Monty Python project manager is a model for the new generation of creative collaboration leadership. The author looks at four movies that encapsulate the project management process and discovers lessons on how to generate ideas that are completely different, motivate teams on a quest to deliver the holy project grail, inspire them in times of adversity to look on the bright side of project life, and find true rewards and meaning in their work.

All About Project Scope

PREMIUM presentation

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

Time

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

Preparing for the Exam with PMBOK Guide—Fifth Edition (Part 6): Cost Management

by Bruce Garrod

The latest in the ongoing series of articles helping you get “PMP fit” explores the often avoided Project Cost Management knowledge area. To paraphrase a well-known company, just get at it. When you have read this article and completed your studying, you may well be asking yourself why you were so concerned about it…

Managing Contingency

by Rob Seiler Jerry B. Insall

Contingency covers costs that are reasonably expected to occur but are not specifically known on a given project. Keeping estimates of contingency up-to-date and relevant to the current environment and phase of the project in real time can be a challenge. Through the use of a project information database, application of a PMO reserve, and the use of iterative risk planning, the authors offer a solution to this problem.

Quality

Q3 Town Hall Webinar

PREMIUM on-demand webinar

Practical tools they can apply immediately at work.Webinar attendees will learn:1. How to engage your workforce by demystifying innovation and creating a culture of breakthrough thinking and functional innovations 2. Why a structured process can produce 500% MORE useful IDEAS than traditional brainstorming3. What practical tools exist to stimulate innovative thinking across your organization– starting today

Quality Control Plan and Tracking Template

PREMIUM deliverable

This detailed quality control plan template provides a greater level of detail and is also used to track results of the tests that are performed. This template is completed by the testing team or similar function that is responsible for quality control, and once completed forms an important record of the tests carried out to validate the project outputs.

People

Leadership Means Never Having to Say You're Bored

by Mark Mullaly, 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.

Communications

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.

The Splintering of Leadership

by Kenneth Darter, PMP

In the business world, leadership can be splintered to varying degrees. At times, this works to the benefit of the organization--but it can also cause a great deal of confusion.

Risk

Capturing Risks Accurately

by Kenneth Darter, PMP

In order to keep a project on track and on schedule, the project manager must make sure risks are managed effectively--and that begins by capturing them accurately. The following reminders help give you a framework for capturing risks.

Crunch-Time Casualties

by Andy Jordan

Some projects go off the rails, and getting them back means going far beyond the job description. How do you manage that? When it comes to crisis management, do your approaches scream of desperation?

Procurement

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.

An Insider's Guide to Shopping for Consultants

by Mark Mullaly, PMP

How you go about shopping for a consultant is critical. Most companies do it poorly rather than doing it well. This makes the entire process more frustrating, time consuming and expensive for all parties, consultants and customers alike. In the hope that some of this frustration can be minimized, we present an insider's guide to shopping for a consultant.

Stakeholder

The Missing Link in Project Driven Organizations

by Matthew Gentile

The Project Controls Department fills the gap between the executive team, Operations, and Finance. These specialists provide the project manager with the data to fully understand the current health of the project and the trajectory it may be taking tomorrow. The author provides four possible organization structures to aid in increasing your project’s returns with more reliability and transparency.

The ‘Perfect’ Professional Services PM

by Andy Jordan

Does a project manager responsible for client-facing initiatives need a different set of skills from other PMs? And if so, what are those differences? What makes a good professional services project manager?

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