Knowledge Shelf

The mission of Knowledge Shelf is to help project professionals and organizations advance our practice by sharing their experiences and viewpoints. It is comprised of a wide range of practitioners from a wide range of fields, covering both popular and niche topics. From lessons learned and case studies to opinion pieces and articles, the information presented may be either specialized or general, but will be current and vital. This platform gives a voice to peers new to our online community, and allows for longer form contributions on ProjectManagement.com. For more information on contributing to Knowledge Shelf, including licensing information, please see our Editorial Guidelines.

Challenges When Integrating Nearshore With Offshore Outsourcing

by Human Motamedi

Establishing collaboration between a nearshore development subsidiary and an offshore outsourcing supplier can present challenges even when the client has an established delivery model for outsourcing projects. With nearshore-offshore collaboration on the rise, a better understanding of the challenges involved is beneficial.

Ethics, Culture and Project Management in 21st-Century Organizations

by Jose A. LugoSantiago, ASQ CMQ/OE, LSSMBB, PMP

A common, shared ethic can close the generational gap and aid in team integration, but the complex business environment necessitates an approach to ethics founded on culture. The catalyst for that culture must be embedded in leadership’s participation in behavior that reflects the shared values of the project management profession.

Winning the Deal

by Soumya Maitra

Vendor management is a key activity in any project but literature often overlooks the vendor’s point of view. While there can’t be a “one-solution-fits-all” strategy to the challenging activities involved in making your pitch, the author, working with an IT service provider, shares his recipe for winning the client.

Overcoming Cultural Barriers to Learning in Projects

by Alex Booth

What is it that makes learning from projects so elusive? This article posits that culture has a significant influence. Presented here are the most common challenges to learning identified in industry and academia—reframed as cultural issues—alongside practical recommendations for overcoming them.

Project Management as a Skill and Its Resiliency to Technological Change

by David Campodonico

Like many industries, the field of project management has embraced technology, seeking to improve efficiency and outcomes. But while technology may improve or complement the skill set of project managers, it will never be a substitute for their roles.

Containing Volatility of Scope

by Suresh Randadath, PMP, TOGAF9

Not managing scope can seriously jeopardize a project, as the scope is the bedrock on which the product or solution is built. Understanding the various reasons for scope expansion in terms of customer- and vendor-induced expansions and how to define a good requirement are important building blocks.

Ties That Bind Virtual Teams

by Priya Sanjeevi Raja, PMP

Companies are utilizing virtual teams to bring together ideas, talents, resources and opportunities. Explore various virtual team management strategies as implemented by the author within a team of women e-learning professionals. Project managers will be able to identify tried and tested methods for managing virtual teams.

Scrum Framework Team Roles and How Project Management Activities Are Distributed

by Karen Z. Sullivan, PMP, PSM 1

Within the scrum framework, the responsibilities and accountabilities of the scrum team as a whole align to the project management activities defined within the PMBOK® Guide. Understanding how these roles align helps to determine how a traditional project manager can transition into a scrum team on an agile project using the scrum framework.

Lessons Learned: Brainstorming, It's Not What You Think It Is

by Teresa Lawrence, PhD, PMP, CSM, Roger Firestien, PhD

Brainstorming is a recognized idea-generating tool and it certainly has a home in project management. The more ideas you generate, the greater your chances are of coming up with good ideas. Follow these guidelines for a productive brainstorming session.

Agile What? Learn as You Go

by Ron Fulmer, PMP

This article shares a real-time learning experience in agile software development methodology during project execution. The author offers insights into project challenges, lessons learned and success realized, referencing the Manifesto for Agile Software Development and agile principles.

Effectively Managing Risks During Project Execution

by Saleh Al-Wadei, PMP

Proactively managing risks during the different phases of a project can have a significant impact on the project’s outcome. Explore four key factors that can help alleviate the workload of the project management team and lead to better project results.

Project Prioritization: Quantifying the Cost of Strategy

by Dr. Richard Bayney, PMP

Whether or not you acknowledge it, the more importance you give to strategy, the less financial value you are able to extract from your portfolio; the converse is also true. What algorithm can we apply to portfolio selection in order to get the best out of strategy and the best out of economics?

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Practical Methods for Successful Change Adoption

by Aimee Baxter, PMP

What are the elements that can ensure a successful project adoption? What are some basic tactics that can be used to help make sure that stakeholders and in-the-trenches users have the best attitude possible to make the change and spread the news to their colleagues?

Relating Project Risk Appetite to Project Management Activities

by John Manfreda, PMP

The alignment of project management activities with project risk appetite can be a powerful tool to help illustrate and communicate the relationship between these two important areas. Adopting a more formal process to frame and document project risk appetite can maximize positive outcomes.

Common Pitfalls to Avoid During the Contracting Process

by Vivek Gondi

The success of a project depends on the processes that are followed, the people who execute them and the contractual terms and conditions. This subject is all the more relevant to companies who take up work with little background and experience. Understanding some of the common pitfalls that should be avoided by sellers is essential.

The 10 Secrets of Customer Dispute Management: 'Compromise'

by Kevin Joyce

In business, disputes happen. They are an unfortunate, but inevitable, consequence of the financial interests of the supplier and the customer. What happens when we, as project managers, are faced with a customer who says they are not happy, who refuses to pay or who threatens legal action? What steps can we take to address this challenge?

Emotional Intelligence for Leaders: Leading During Times of Uncertainty

by Jayne Booth, PMP

Project managers with high emotional intelligence, or EQ, are more likely to succeed while building great teams. Using the leadership style most appropriate for the situation is putting EQ in action. Three leadership styles are discussed: the intentional leader, the attentive leader and the iron leader, each emphasizing different aspects of EQ.

Project Performance Reporting

by Allen Chilmeran, PMP

Project-status reporting is intended to enable decision makers to make informed decisions that will increase the chances of achieving a favorable outcome. The process of establishing an effective and proactive reporting system that ensures engagement of the project executive team is discussed here.

Is India's Information Technology Story Ending? Can We Sustain It?

by Jayanth P. Reddy, Pankaj Tiwari, PMP

India has been a focal point of the IT revolution in the last two decades. This overview frames the IT landscape and evolution; and what organizations, start-ups and workers can do in this era of confusion and transition to create more jobs, sustain jobs and try to maintain India’s edge on the industry overall.

Communication Issues and Solutions for Project Implementation

by M. Aslam Mirza, CEngr, MBA, PMP

Generally, communication is taken for granted; we assume that everyone understands it. But this is not enough when implementing a project. When communicating on a project, you need information to be in a required format, to the right person, at the right time—which is, essentially, an efficient communication.

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Can't this wait till I'm old? Can't I live while I'm young?

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