Documentation is very rarely kept up to date often enough—and is usually out of date a few days after it has been approved. When working on a project, out-of-date documentation can be a major issue in executing the project correctly.
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Like chicken soup for the organization, a long-term KM plan can make everyone feel better. Take a look at this CMM roadmap for KM that any company can be comfortable with.
Meetings are often viewed as "business as usual," with stakeholders dreading each occurrence and calendar invitation. Adopting a project management mindset will propel meetings to the next level by treating each meeting as its own project, enabling you to plan proactively, execute effectively, adjust accordingly and close meaningfully.
If there is one thing almost guaranteed to make a project manager cringe, it's the idea of having to give a presentation to the executive or board of their organization. What is an executive-level audience looking for from its presentations, and how can you develop and deliver an effective presentation with confidence and credibility?
Let's face it: Post-mortems are painful. But they can be effective when done right, and this article offers some relief for that headache.
When one PM was asked to list the key requirements for a PMIS that would enable it to better support project and organizational effectiveness, he thought about past project, portfolio and program management experiences. The result? A “dream list” of features for a PMIS to support large, traditionally managed projects...a list that was surprisingly agile.
Sure, Twitter use can be abused, but the same can be said for virtually any tool that the modern organization makes available to its employees. What Twitter can bring is a whole new perspective on project management delivered to a PM’s desk with no effort. In this article, we look at some ways that PMs can leverage Twitter to assist them in their daily lives.
The KM e-mailbag produces important questions about different kinds of management, but it all boils down to knowledge.
This article presents a structured approach to managing the risk of losing critical knowledge due to resources becoming unavailable for the project. For key resources, the activities of this approach are ideally carried out even before the project is fully ramped up and before project risk management is fully underway. The four sequential processes-initiate, analyze and plan, execute, and close-ensure that the project's risk exposure to knowledge loss is effectively reduced in an efficient way.
Project management practitioners will face many change management challenges. The main purpose of this article is to provide standard guidelines, including change request templates, to project, program, and portfolio managers on how to implement an integrated change control system in their organization.