R.E.A.L. Knowledge at NASA: A Knowledge Services Model for the Modern Project Environment

How can organizations and practitioners best leverage project knowledge and knowledge services to get things done in the modern complex project environment? R.E.A.L. Knowledge at NASA presents a descriptive project practitioner-centered knowledge model derived from experience in developing knowledge services at NASA.

Teachable Moments eBook

We are incredibly excited to release our very first ebook, Teachable Moments, written by and for our community of project managers around the world. We asked you to submit your best stories about lessons learned (good and bad) and here is a compilation of our top submissions. From massive mistakes to brilliant turnarounds, our Teachable Moments is sure to teach you something new that will help make your next project a success. You can download the PDF version here, or check out our epub and mobi downloads here.

Teachable Moments eBook (epub and mobi downloads)

We are incredibly excited to release our very first ebook, Teachable Moments, written by and for our community of project managers around the world. We asked you to submit your best stories about lessons learned (good and bad) and here is a compilation of our top submissions. From massive mistakes to brilliant turnarounds, our Teachable Moments is sure to teach you something new that will help make your next project a success. You can download the epub and mobi versions here, or check out our PDF version).

2015 Pulse of the Profession: Capturing the Value of Project Management

The 2015 PMI Pulse report reveals that organizations are returning to the basics of project, program and portfolio management. By focusing on the fundamental aspects of developing a culture of project management, cultivating talent and defining processes, organizations will capture value and gain competitive advantage.

Talent Management: Powering Strategic Initiatives in the PMO

Projects and programs are the core of any organization’s strategic initiatives--they are how change happens. Having the talent to implement those initiatives successfully is the critical capability that gives organizations a competitive advantage. Excellence in managing the talent is a key to unlocking that capability. In partnership with PwC, the Economist Intelligence Unit (EIU) and Human Systems International (HSI), the PMI Thought Leadership Series focuses on how talent management impacts project practitioners and, in turn, the successful implementation rate of strategic initiatives. Read more in Talent Management: Powering Strategic Initiatives in the PMO, Spotlight on Success: Developing Talent for Strategic Impact and Rally the Talent to Win: Transforming Strategy into Reality.

PMI's Pulse of the Profession: The High Cost of Low Performance 2014

Organizations today face a chasm between what they should be doing--aligning projects to their strategy--and what they are able to accomplish. As a result, 44 percent of strategic initiatives are unsuccessful. PMI’s 2014 Pulse of the Profession, its annual global research, examines the impact of the implementation of project, program and portfolio management. This report demonstrates that in order to remain competitive, organizations must place a strategic focus on people, processes and outcomes. And the time to act is now.

Executive Sponsor Engagement: Top Driver of Project and Program Success

Effective executive sponsorship is critical to the success of an organization’s strategic initiatives, and active engagement by executive sponsors is the top driver of project and program success. Yet sponsors are assigned to fewer than two-thirds of projects. This situation results in significant losses for organizations, but there are some simple solutions. Read more in PMI's Pulse of the Profession In-Depth Report.

One Solution for Project Success: Project and Change Management in the PMBOK Guide

Project management is primarily an integrative job. This includes the integration of change management principles and activities throughout the project lifecycle. Unfortunately, many practitioners--regardless of their backgrounds--find it difficult to integrate strong change management principles and techniques with project management practices. PMI standards hold many of the keys required for developing structured and robust change management activities without the need to create a separate or adjunct change management plan.

Requirements Management as a Core Competency for Project and Program Success

PMI’s Pulse of the Profession® In-Depth Report: Requirements Management as a Core Competency for Project and Program Success is based on a comprehensive survey of more than 2,000 practitioners. This report provides a timely and unprecedented look into the current practice of requirements management and its impact on projects and programs, including exclusive data, analyses and related insights on key issues and questions.

Setting the Course

[This Article Provided Courtesy of PMI]

Gathering and analyzing project requirements takes a strategic mindset and strong communication skills.