A public-private partnership delivered hundreds of new and improved bridges—and a blueprint for managing infrastructure projects.
Published monthly, PM Network is filled with new ideas and fresh perspectives from the profession's most experienced and engaging minds. With in-depth articles and interviews with the industry's most successful and respected project managers, this publication from the Project Management Institute sets the standard for excellence. Now you can also read select articles from the magazine on ProjectManagement.com!
To navigate a turbulent marketplace, organizations must master portfolio management.
Big-name retailers are trying small-store formats on for size. Launching these microstore projects in urban areas allows large companies to find growth opportunities outside their traditional markets. But it also requires project managers to rethink space planning, the customer experience, logistics and IT requirements.
From energy to water to transportation, the United States’ aging infrastructure looks increasingly decrepit. With a significant funding shortfall projected for years to come, the pressure is on teams to find innovative ways to cut costs and time on infrastructure projects.
The world's largest credit union launched a PMO to bring order to its IT portfolio—and gave U.S. military members better access to their money, from anywhere in the world.
By understanding their respective strengths, project managers and business analysts can deliver better project results.
IT projects that aim to protect at-risk species must navigate the world's most unpredictable terrain—and sidestep potential pitfalls.
When disruption is the norm, success flows to organizations with agility at their core.
In August, the Los Angeles Department of Water and Power in the U.S. state of California dumped 96 million black plastic balls into its primary drinking water reservoir. It wasn't an accident. The ball dump was the culmination of a project to protect the city's water supply.
Universities are embarking on building binges to construct new facilities and even new campuses. Across the U.S., the number of construction projects launched by colleges last year increased 19 percent over the previous year, according to Dodge Data & Analytics.
Silicon Valley is now just one of many tech project hot spots, as cities around the world try to capture a little of California's energy. The world's top 10 “startup ecosystems,” according to research firm Compass and its 2015 Global Startup Ecosystem Ranking, now include Tel Aviv, Israel; London, England and Singapore.
Chevron gets creative to meet the needs of a fuel-hungry U.S. metropolis.
Each morning, about 90,000 passengers pass through Victoria Tube Station, one of the busiest yet smallest train stations in London, England. Infrastructure projects spanning more than 10 years and £700 million have helped, But transit sector experts warn more projects are sorely needed—and fast.
With U.S. and Canadian vehicle sales heating up, Mexico’s automobile industry is shifting into overdrive. As the export-oriented sector produces record numbers of cars—more than 3 million units in 2014 and more than 4 million expected by 2016, according to PwC—many of the world’s major automakers are launching projects to meet demand.
The U.S. appetite for food free of genetically modified organisms (GMOs) has gone from a growing fad to a trend. Sales of non-GMO-labeled products grew 28 percent in 2013 to about US$3 billion, according to market research firm Nielsen. The project teams tasked with shepherding these products to market must negotiate a tricky, time-consuming process of securing—and verifying—the right ingredients.
The future of banking is digital. Yet despite the rapidly growing demand for online products and services, many U.S. and European retail banks have struggled to fund the projects necessary to modernize all front- and back-office operations. It’s not just about digitizing loan applications to speed up the approval process. Transitioning from legacy systems at individual bank branches to one digital system spanning the entire organization has proven especially difficult.
Recent projects aim to provide a solution to power outages by treating energy less like a bottomless ATM and more like a savings account--storing it when we don’t need it so we can spend it when we do.
Many people are surprised to learn the full extent of the costs of poor quality in all aspects of business. This article explores how the cost of quality in management work affects the relationships with key stakeholders, managers and customers. In doing so, it overviews how fit-for-purpose project communications provide each stakeholder with the information he or she needs. It lists four consequences of failing to provide quality information. It then identifies two sources of cost associated with quality in communication and stakeholder management: losses experienced because of poor quality or failure costs and investments made to improve quality or prevention costs.
Lean practices have been working miracles in manufacturing for decades, driving early adopters, most notably Toyota, to the top of their markets. Given that track record, lean processes are now cropping up in project management across industries. This article examines how using lean principles can drive waste and inefficiencies out of programs and save millions in the process.
When a project management office (PMO) is leveraged to its full potential, it can foster strategic alignment, improve project performance, develop future project leaders and support the success of the entire organization. But if the same PMO is left to languish without leadership and support, it can become a burden on the bottom line. This article examines how a successful PMO can be the difference between an average and a world-class organization. In doing so, it reports the results of a 2012 survey conducted by The Hackett Group, showing that of 200 large global organizations those with high PMO use had higher IT costs and failed to deliver projects with higher ROI. It describes the challenges facing organizations including implementing a PMO as well as implementing a PMO that works. It defines a successful PMO as one that works toward delivering concrete strategic benefits to the organization. The article discusses how engaging with business owners to ensure the PMO's work aligns with the organization's strategic goals and reviews how leaders need to outline the standards, processes and practices that projects across the organization will follow. It notes how to measure a PMO's effectiveness and discusses how measurement and accountability are the primary drivers of an effective PMO. It also notes how top-performing organizations invest in the training and development of their project talent, which can help increase an organization's project management maturity and boost its bottom line.