Of the nine knowledge areas of project management, risk management is the most challenging domain for construction professionals due to the shortage of qualified manpower and limited resourceful contracting agencies (technical and commercial), This webinar aims to explain risk management principles, the implementation of a risk management plan, and strategies to overcome threats and turn around the perception of risks from negative to positive opportunities.
Transparency in everyday project management practice sets the bar high and gives project managers and their teams a sense of responsibility to stand by. Aligned with selected Process Groups and their Knowledge Areas from the PMBOK® Guide, this paper serves as a starting point to cogitate, initiate and implement transparency.
Effective partnerships with your human resources team can lend incredible support in your drive to increase maturity within the PMO and with your program and project managers. The Project Management Institute offers a wide assortment of research, tools, and programs that—when working collaboratively with the HR team—you can help to integrate into your organization.
Have you been thinking about getting your PMI Agile Certified Practitioner (PMI-ACP)® credential but are put off by the agile experience requirement? Fear not, you might have the experience you need even if you have not been working on a pure agile project. This article explores the prerequisites elements and explains what you need to qualify.
One global engineering organization took the bold step of making certification of all project managers a mandatory requirement for some 7,500 staff in 29 countries—a step not that common in the traditional, technically driven architecture and engineering industry. As this practitioner shares, the results of this change have been stunning.
The PMI Educational Foundation administers the prestigious Kerzner Award, sponsored by International Institute for Learning, to recognize a project manager who most emulates the professional dedication and excellence of Harold Kerzner, a globally recognized project management expert and best-selling author. This year's winner shares his San Diego experience.
Guess what…this project manager went to a project management conference and it wasn't boring! In fact, it was very memorable. This two-part article recalls some thoughts from attending the recent PMI Global Congress 2016—North America in San Diego.
Today, roles have changed. As a project manager, you must keep your projects (and developers) on the right track. It doesn’t matter how many languages or platforms you know. This seasoned practitioner explores two different approaches and applies them to a complex IT scenario, looking at the best of both worlds.
The aspirational standards of the “PMI Code of Ethics” provide practitioners with the “what” of professional and socially responsible conduct. Applying Forni’s Choosing Civility: The Twenty-Five Rules of Considerate Conduct can enhance the “PMI Code of Ethics” with specific actions and behavior and support more effective management of project management processes, especially communications. The discussions that may result can further benefit project managers and their teams.
Question: After being team lead for our Customer Operations business unit transformation project, I’ve been offered a position to head the new department. It will now also include Information Technology (IT). Here’s my issue up front: I’m a traditional project manager and now I’ll have nine business analysts and an agile IT team to lead. Who is responsible for what on projects now? I need to figure this out fast.
Business analysts replace project managers, so once you assign a BA to a project, your work is over. All you will need to do is help referee the conflicts between the BAs and the IT teams.
If your business analysts are trained and certified, they’ll know their own roles or can adjust quickly to what you want them to do. The agile IT team should be fairly self-directed. All you need to understand is who does what, present the responsibility chart and stand back ready to support them if needed.
Agile teams do not need any supervision or direction over and above their own ScrumMaster, who is 100% devoted to one project at a time. Ask your BAs if they will cross-train as ScrumMasters to maximize the number of projects you can run at any one time.
Due to the new strategic and business requirements from PMI, project managers have now been renamed. Just have your newly christened business analysts do what project managers have always done.
The whole point of Earned Value Management is to use past project performance measurements to depict the current standings and predict future efforts and resources required to complete the project goals. If you think in pictures, this illustrated formula will aid in your pursuit of certification or provide a refreshing perspective for veteran practitioners.
The PM octagon is an illustration of the convergence of key project management knowledge, processes and practices to guarantee project success from a practical perspective regardless of the project's scope or size, or the organization or industry. This articles discusses the octagon, along with more concepts essential to understanding it.
Risk management is one of the most critical functions that every PM and every business leader must focus on. This article will focus on some common mistakes to avoid when managing project/organizational risks.
It may be tempting to overlook stakeholder management when facing tight deadlines. The author explains the perspectives of the many stakeholders along the supply chain and how each of them has an impact upon someone else. Everyone from the manufacturer to the final customer is able to recognize the benefits of successful project stakeholder management.
This paper advocates for a shift in approach to change management, from the tactical to the strategic, in which change management is integrated into a project management framework for Enterprise Content Management (ECM) implementations. Preparing a client for change is a good business practice that makes strategic sense—both for the client and for the organization implementing the change.
Everyone should aim to increase their knowledge and remain up to date with the latest practices. This is key for career progression and personal growth. Review what you have learned before, find some re-usable material from colleagues, forums and other sources of knowledge such as conferences. This is how “reinventing the wheel” is of real benefit.
Are you a budding project managers or aspiring for PMP certification? Or just need a good refresher on some important PM basics? This article looks at the seamless interdependency of project management knowledge areas and processes.
This article aims to embrace project management as a necessary skill regardless of profession. Its focus is to paint a picture of the profession as a foundation for being able to successfully oversee disparate parts of a whole regardless of environment, managing the components in a way that creates value.
Pursuing overseas or cross-borders business requires an understanding of the country and political risk—it is, indisputably, a key consideration. The author demonstrates how PMI risk management processes and best practices can be customized to expand the picture of country political risk assessments, identification, analysis and monitoring.
How do you think about your approach to project management? Is it something well defined and fixed? Is it evolving and flexible? Is it mystical and incomprehensible? Or is it so innate and ingrained that you don’t even think about it? It’s an important question to consider, and one we don’t necessarily explore very often.
Vincent Chukwuemeka, the Director of Membership at the PMI Central Iowa chapter, recently interviewed James Brown, who lives and works in Central Iowa. Brown is a Director within the Platform Management organization for DuPont, and has eight PMI certifications. He took time out of his schedule to offer valuable insights and career advice.