When Project Management Hits Home: Using PM Principles to Help Build Homes For the Visually Impaired

Engaging the right stakeholders at the right time during requirements gathering is the best way to ensure all perspectives are considered and the best solution is built. This article features a project professional discussing how project management principles were used to help build an apartment complex for the visually impaired. It details the full collaboration between the end users and other stakeholders. It then overviews how user needs were prioritized starting with addressing a basic set of requirements. The article also explores the challenges presented when the residents required the same features they were accustomed to and how these challenges were resolved.

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Project Management and the Art of Managing “Shock Waves”

A “shock wave” may be defined as “a major issue that occurs close to a milestone while everything seems to be quiet.” This article provides practical suggestions for combining the science of project management, especially the “verification and control” step for mitigating risk, with the art of project management, leadership skills, in order to better manage shock waves and make the right decisions throughout the project life cycle.

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Project Management: A Tale of Two Futures

Project management in practice struggles to evolve, and we consistently fail to take the actions we know we should. Human inertia is too strong an influence to ignore if we want the future of PM to be that much different than it is today. If it were to be different, however, where might it go? There are two overall directions that appear to be emerging, and each has advocates and detractors. Whether (or indeed if) one attains dominance will depend upon the intersection of many forces.

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The Project Management Job Board

The project management profession is growing. Are you ready? PMI members can check out the PMI Project Management Job Board, a niche job site with hundreds of open positions, growing each day. Search by job title, keyword, location and more. Apply to available jobs that you feel match your skill set and set up job alerts to receive an email when new positions are posted!

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Green Project Management Using ISO 14000 and the Project Management Body of Knowledge

This paper explores the concept of green project management (GPM) and how project managers can tackle this emerging concern. It also describes an approach to GPM using processes discussed in the PMBOK® Guide as well as tools and techniques defined within ISO standard 14000. The findings will show that by integrating the workflows and data exchange points of these two frameworks, a project manager can greatly expand his or her ability to execute GPM responsibly and effectively.

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The Project Management Information System (PMIS) Made Easy: A Case Study

Most project management office (PMO) managers would probably agree that the success of a PMO launch depends heavily on its strategy behind selecting a suitable project management information system (PMIS). Even though the PMIS is merely one, although important, ingredient of the overall PMO foundation, along with process, talent development, project methodology, and strategic mission, it is vital to get it right from the beginning. What strategy can a company adopt when it decides to start a PMO and launch a PMIS?

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Strategy to Develop Project Management in a Low-Maturity Company

In industry segments where project management is not considered a core business, such as manufacturing, it can be more challenging to propagate project management best practices, even though at the individual level employees recognize that improvements should be made. It is even more difficult to promote the idea of a structured approach via a project management office. Project management maturity is typically not even at the standardization level in those companies: some processes exist but are not considered an enterprise standard.

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Three Testing Factors of Integrity in Project Management and Possible Ways to Manage Them for Success

A major challenge in project management is to become truly successful by practicing integrity. This article focuses on three key factors that test the integrity of organizations and practitioners—business case for the projects, organization structure and culture, and implications of laws and regulations—to highlight the importance of the roles of people and the system for practicing integrity. The author concludes by proposing useful ways to strengthen project management practices and comply with integrity.

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A Theoretical Approach to Traditional Project Metrics-Bridging the Gap Between Earned Value and Critical Path Project Management

Since work completed from tasks not on the critical path does not affect the completion date of a project, it is important to differentiate tasks that are “critical” from those that are not in order to better monitor and control them. The project performance metric, critical path task index (CPTI), offers a more holistic view in terms of schedule performance for tasks directly related to schedule completion.

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Project Management: Not Just for Big Corporations

More and more large organizations are adopting project management these days. So, are small and medium businesses being left behind? Is project management simply not relevant to these organizations? The author has worked predominantly for small- and medium-sized organizations throughout her career, and most of the projects she has managed have been rather small. From her experience, she says that smaller organizations can certainly benefit from project management.

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Is there an Entrepreneurial Dimension to Project Management?

The emphasis across business and industry on innovation, organizational agility, and customer-centric business models has increased the demand for project managers with entrepreneurial skills. The authors provide a self-assessment that can serve as an indicator of where you are on a project manager–entrepreneur continuum and help determine the kind of education or experience required to advance your professional aspirations.

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Impact of Quality in Project Management

Many projects are unsuccessful and fail to get completed within budget and timelines. One of the underlying causes for their failure can be attributed to unaligned and weak processes that result from a combination of problems such as feeble project management, poor cost estimation, poor planning and scheduling, inadequate requirements management, and inappropriate contingency planning, as well as many others. To maximize a project’s performance and enhance the probability of its success, every organization needs to build a better project management process dedicated to meeting the customer’s most important needs.

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Extreme Project Management

Extreme Project Management (XPM) is a methodology used to describe how to deliver projects on time and budget based on the scope. Is the theory behind this concept really new, or just another name for what many project managers already know? Either way, this article points out the true “extremes” of project management, highlights the theory behind XPM and provides some guidance on when to use the technique.

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Extreme Project Management

Extreme Project Management (XPM) is a methodology used to describe how to deliver projects on time and budget based on the scope. Is the theory behind this concept really new, or just another name for what many project managers already know? Either way, this article points out the true “extremes” of project management, highlights the theory behind XPM and provides some guidance on when to use the technique.

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Project Management in Emerging Economies

Globalization has had multiple effects on emerging economies. The per capita income has risen, and the underlying facets of project execution and delivery are subject to these changes in the economy. The emerging nations have provided relatively abundant low-cost, English-speaking labor that could deliver under tough constraints. In these circumstances, project management has been focused primarily on meeting the bottom line, as opposed to focusing on the other values and methodologies required for managing projects. However, the cost-driven outsourcing of earlier years has changed to value-driven outsourcing in more recent years.

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