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2012 PMI Project of the Year Award Wi nner: Defying the Odds

by Keith Jackson II

Holding more than 220,000 aging and decaying weapons containing 7.4 million pounds (34 million kilograms) of VX, sarin and mustard gases, the Umatilla Chemical Agent Disposal Facility (Hermiston, OR, USA) could be a dangerous place. This article discusses how the project team at the Umatilla facility safely destroyed the stockpile by a disarmament treaty deadline of 29 April 2012. This effort, which received the PMI 2012 Project of the Year award, was accomplished with the help of engineering firm URS Corporation (Hermiston, OR, USA). The article details how the project team reduced the significant risks inherent to dealing with such volatile weapons and chemicals, especially the risks of sarin gas and VX nerve agent polluting the surrounding environment or a munitions fire scorching the landscape. It overviews how the safety aspects were addressed, noting that an Operational Readiness Review board was established to ensure the site had the systems and processes to safely process the weapons in compliance with regulations.

3 Competencies You Need to Ride Today’s Project Economy Wave

by Bruce Harpham

We’ve seen a boom in the number of companies investing in digital transformation. Now more than ever, organizations are more focused on specific projects rather than long-term arrangements. To ride this wave of opportunity as a project manager, there are three competencies that you need to develop.

3 Keys to Deconstructing Project Complexity

by Bruce Harpham

How can we make sense of complexity in our pursuit of project success? It's easy to become overwhelmed by analysis paralysis. Unfortunately, the processes we use sometimes discourage problem solving. That's why you need three keys to unlock complexity and move on to project success.

3 Technical Project Skills That Never Go out of Style

by Bruce Harpham

To brush up on your project technical skills, it's time to explore a few timeless skills: time and resource estimation; 2. risk management; and 3. scheduling. These skills will help you improve your performance, or challenge the adequacy of the plans developed by your team.

3.5 Steps to Effective Risk Management

by Bruce Garrod

Not all project teams have the luxury of adequate time and budget to clearly define all elements of a project prior to starting delivery. This is not to say project managers shouldn’t be very detail oriented, but rather look for a balance between building a detailed plan and the business need to quickly deliver.

4 Strategic Tools for Today’s Business Transformation Project

by Troy Edelen

While the pandemic has ushered in dramatic swings in demand and corresponding workloads, it has delivered targeted opportunities to address problems in our business operating models—some new, some persistent—that should not be ignored. Applying a simple strategic matrix leads us to four key directives.

5 Questions PMs Must Ask

by Glen Alleman

There are five immutable principles of project management that must be addressed by project leaders and teams in order to succeed. In this new series, we begin with an overview of these principles before exploring in detail how you can put them to work in a variety of business and technical domains.

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