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14 items found

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Uncle Sam Needs PMs--Lots of Them!

by Bob Weinstein

What is it like building a career as a project manager in the largest organization on the planet--the U.S. federal government? We want you...to read this article!

Undercover Work

by T.J. Ripley

It's a big World Wide Web out there, and keeping track of everything going on--even on just a handful of sites--can seem like international secret intelligence. Meet Spyonit.com, your personal CIA.

Understanding Instructional Models and Methods

by Michael Wood

Whether planning a one-hour presentation, a three-day workshop or a semester-long course, it is important that you match the learning objectives with the most effective approach. Through an understanding of basic instructional models and methods, you can vastly enhance the quality and effectiveness of your training courses, programs and curriculums.

Understanding Process Changes in PMBOK® Guide—Sixth Edition

by Bruce Garrod

In his previous article, the author provided an overview of the materiel changes of A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Sixth Edition. This article dives one layer deeper to discover the process changes.

Unhappy Holidays

by Bob Weinstein

The holidays are not what they used to be. Why are Americans becoming so uptight about taking vacations?

Unleashing the Power of the PMO

by Meredith Landry

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.

Unplugged

by Bob Weinstein

The dangers of being too connected are mounting. Here's some help in getting a grip before you get an ulcer.

Up Against the Wall (Part 1)

by Bob Weinstein

No matter how much preparation goes into a job interview, there’s no escaping those mind-bending questions. Unlike indisputable solutions to mathematical problems, there are seldom pat answers to tough interview questions. Some experts weigh in with advice.

Up Against the Wall (Part 2)

by Bob Weinstein

No matter how much preparation goes into a job interview, there’s no escaping those mind-bending questions. Unlike indisputable solutions to mathematical problems, there are seldom pat answers to tough interview questions. Some experts weigh in with advice. In this installment, we look at handling commonly asked stumpers.

Up Against the Wall (Part 3)

by Bob Weinstein

Interviewers, especially in technical companies, purposely ask “stinger” questions to see how candidates handle themselves. The tough questions separate the pros from the rank amateurs. Are you ready to rumble?

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