Project Management
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18 items found

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The '3 Bears' Theory of Project Management

by Mark Mullaly, Ph.D., PMP

How do you get PM just right? How do we find the balance in making project management work? What constitutes "enough" project management, and how do we make the call? What are we giving up when we compromise the approach we take, and at what cost?

The Best-Laid Plans

by Edward P. Youngberg

As with so many things, the first step of a project is probably the most important. A solid plan, well thought-out and well communicated, is the cornerstone of your project's success. Without it, the walls are certain to come tumbling down.

The Challenges of Scaling Agile Teams

by Esther Derby

One team or a handful of teams may be able to deliver small systems with agile, but large complex systems require teams of teams to deliver significant features. How can companies benefit from “the team effect” at scale?

The Gemstone Approach to Integration Management: Keeping the Gelatin Mold Intact

by Len Gambla

The gemstone model illustrates how managing a project does not follow a linear sequence. With the gemstone model, it is possible to start with almost any edge (knowledge area process) and examine how that particular process affects any other. The role of the project manager is to map out the various edges of the project’s gemstone and ensure they are integrated.

The Living Project Schedule

by Andy Jordan

Project planning isn’t just an activity for the start of the project--the project plan must be a living, evolving document that is updated and changed on a regular basis.

The New Role of the Project Manager

by Paula K. Martin

You're not using the same technology you used 20 years ago, so why are you using the same management techniques? The technology of management needs to stay ahead of the game, and you, the project manager needs to be the star player.

The Path to the PMP (Part 4)

by Bruce Garrod

In the journey to PMP fitness, you have taken three decisive steps. But many PMs have not had the opportunity to participate in a suite of courses where most knowledge areas are explored from a combined approach of PMI theory and real-world application. While this can put you at a real disadvantage, it’s still possible to be successful. In out latest installment, we cover Project Integration Management.

The PMO Integration Problem (Part 2)

by Andy Jordan

While working for a small firm, a new PM was asked to go to a major company to help them integrate their IT PMOs...leading to the worst three months of his career. As his two-part article concludes, we find out if if there was truly a light at the end of the tunnel--or just a train coming the other way.

The Politics of Integration (Part 1): Planning

by Andy Jordan

Of of the most significant challenges for PMO leaders is managing relationships across the organization. And as the PMO’s role becomes more and more central to all elements of corporate planning and project delivery, politics inevitably come into play. How do we manage that minefield?

The Process Question

by Bipin Roy Lekshmanan

Should we employ project management quantitative techniques? And what would they bring to the table from an information technology standpoint?

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