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262 items found

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Occam’s Razor for Work Breakdown Structure and Three-Dimensional Time Scheduling

by Oleksandr Tugayev

This article is about Deliverables – Activities – Time (DAT) charts—a new three-dimensional presentation of the classic instruments in project management: Work Breakdown Structure (WBS) and Gantt and PERT charts. The aim is to create simpler and more presentable project management charts.

Occupation or Vocation?

by Jay Hicks

One of the many challenges that we face as we develop professionally is the vexing question of the pursuit of our dreams versus paying the bills. That's because many of us have yet to discern the difference between our occupation and our vocation.

Of Collaboration and Conflict

by Mark Mullaly, Ph.D., PMP

We are social beings. So why is it so painful to collaborate in real life? Why does collaboration look so great in theory—and hurt so much in practice? How conflict is handled has a great deal to do with how groups do and don’t work.

Of Martial Arts and Methodology

by Patti Gilchrist, PMP

Choosing the best framework or methodology requires thought, but be careful not to overanalyze it. PMs can gain valuable insight from Bruce Lee’s philosophies, which offer a sound approach to achieve success in any area.

Of the Business, By the Business, For the Business

by Tom L. Barnett, PMP

Let’s face it--business has an insatiable appetite for all kinds of technology projects and as a PM you usually end up caught in the middle. How can you balance competing requests and demand for limited resources? One way is to ask for intercession of governance.

Off the Beaten PM Path

by Naomi Caietti

Technical competency is not enough in a complex, competitive global marketplace. Project and program managers need leadership and business intelligence skills that support the strategic objectives of their organizations, says Nicholas Errico, author of a field guide that presents a fresh perspective to delivering value.

Off the Block

by John Ikeda

Do people want to try out for your projects, and if they do, are you motivating them with a "why" that packs a punch? Is it any wonder that many projects dealing with change often get off to a poor start, resulting in a delayed--if not failed--project? Read on for more on a "why" that packs a punch in leading change--before your team sinks in the project pool.

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