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246 items found

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The Software Shuffle

by Mark Mullaly, Ph.D., PMP

Software is built on a variety of assumptions, and we need to understand what those assumptions are--and work around them in defining how we use the software. With so many options in the marketplace, how do you decide what’s good and what’s not? How do you navigate the promises of software vendors to know what you should be looking for, and how do you decide what will actually work for you?

When PMI is TMI (Part 2)

by Stephen Frein, PMP

What is a PM to do when confronted with an organizational culture that places little emphasis on structured project management principles? In Part 2 of this series, we’ll examine a simpler approach for introducing structured PM techniques into an organization with one-page project plans.

Top 10 Questions for EVM Readiness

by Andrew Makar, PMP

Are you ready for EVM? Our writer conducted a study on earned value management readiness based on 40 critical factors found in successful EVM implementations, and here we present the Top 10.

The EV Meal

by Mike Donoghue

Need some help digesting earned value management? An EVM project that is “broken” before its completion is easier to reconstruct and make open wide and get ready to chew.

ISO on IT Governance

by Michael Wood

One of the most established standards organizations (and their pronouncements) is often missing from the IT governance conversation: the International Organization for Standardization. Did you know that the ISO has been very active in the governance and compliance space? Here is an update on the standards that you might find useful.

Keep It Simple, Stupid!

by Brad Egeland

Everything that we encounter on a project doesn't need to be complex. So how do we move from complexity to simplicity on the project? What steps can we take to get there? Here's a look at four ways to keep it simple.

Blurry Vision?

by Brad Egeland

Is a project "vision statement" necessary? Let’s look at some of the perceived advantages of having a documented vision statement in place at the beginning of the project engagement to find out.

Which Framework is the Best?

by Michael Wood

Ever stop to ponder all the different PM frameworks that have been developed over the years and which one you should be using in your organization? Is there really one best framework out there? The options are dizzying, so here we take a look at four of them in depth. What can they do for you? Remember, one size does not fit all...

The Line in the Sand

by Brad Egeland

Scope management changes can be divisive. The project manager must recognize change requests for what they are and not let that requirements line in the sand be moved without a complete understanding and agreement among all parties--and a documented change that identifies how the project budget and hours are going to be affected.

Business Intelligence IQ

by Craig Curran-Morton

Project managers can often forget what's at the core of business intelligence--giving senior management the tools to make more focused, confident decisions. A look at one PM's experience provides some valuable lessons to take away.


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"Conventional people are roused to fury by departure from convention, largely because they regard such departure as a criticism of themselves."

- Bertrand Russell