Author: admin

Step 0700Confirm Assessment

Huge online community of Project Managers offering over 12,000 how-to articles, templates, project plans, and checklists to help you do your job.

Step 0700Confirm Assessment

Huge online community of Project Managers offering over 12,000 how-to articles, templates, project plans, and checklists to help you do your job.

5 Rx’s for Team Ills

How do you create a committed, high-performance team when so few ever achieve something greater than the sum of their parts? That’s the question a new book addresses based on insights drawn from more than 100 teams. Here, the authors describe the five biggest teamwork ills — and prescriptions to help you avoid them.

5 Rx’s for Team Ills

How do you create a committed, high-performance team when so few ever achieve something greater than the sum of their parts? That’s the question a new book addresses based on insights drawn from more than 100 teams. Here, the authors describe the five biggest teamwork ills — and prescriptions to help you avoid them.

Task 090Assess Project Risks

Huge online community of Project Managers offering over 12,000 how-to articles, templates, project plans, and checklists to help you do your job.

Task 090Assess Project Risks

Huge online community of Project Managers offering over 12,000 how-to articles, templates, project plans, and checklists to help you do your job.

Prevent Watermelon Projects

Watermelon projects are superficially green on the outside — everything looks fine on the status dashboard. But dig inside and they are bleeding red. So when traditional reporting metrics fail, how do you identify these watermelons and prevent them from growing? Here are three better measures that can help.

Prevent Watermelon Projects

Watermelon projects are superficially green on the outside — everything looks fine on the status dashboard. But dig inside and they are bleeding red. So when traditional reporting metrics fail, how do you identify these watermelons and prevent them from growing? Here are three better measures that can help.

Caveat Contractor

From time to time, subcontractors come in handy–to fill out your team or to fulfill contract requirements. But, beware: A bad subcontractor can do way more harm than good.

Caveat Contractor

From time to time, subcontractors come in handy–to fill out your team or to fulfill contract requirements. But, beware: A bad subcontractor can do way more harm than good.

Agile Extension to BABOK

A draft release by the International Institute of Business Analysis seeks feedback on the applicability and application of the various business analysis techniques on Agile projects.

Agile Extension to BABOK

A draft release by the International Institute of Business Analysis seeks feedback on the applicability and application of the various business analysis techniques on Agile projects.

Overcoming Matrix Weaknesses

Matrix organizations have inherent weaknesses and pitfalls, but a project manager can transform those weaknesses for the benefit of the project. Here’s some help.

Overcoming Matrix Weaknesses

Matrix organizations have inherent weaknesses and pitfalls, but a project manager can transform those weaknesses for the benefit of the project. Here’s some help.

Mentor and Mentee: A Mutually Beneficial Partnership

An established project manager has a great deal to offer an organization—not the least of which is their ability to mentor newer members of the profession and teach them how to practice their skills in an active work environment. But it’s a position of responsibility that also needs to be evaluated on many levels by each individual PM to determine how ready they are for the exercise.

Mentor and Mentee: A Mutually Beneficial Partnership

An established project manager has a great deal to offer an organization—not the least of which is their ability to mentor newer members of the profession and teach them how to practice their skills in an active work environment. But it’s a position of responsibility that also needs to be evaluated on many levels by each individual PM to determine how ready they are for the exercise.

Lessons Learned with Microsoft Project (Part 4)

People who demonstrate leadership abilities are often granted the title of “project manager” without any formal training on tools and technique. To help improve overall project technique, this series looks at the top 10 lessons learned using MS-Project. Lesson Learned #4: Use project and team resource calendars.

Lessons Learned with Microsoft Project (Part 4)

People who demonstrate leadership abilities are often granted the title of “project manager” without any formal training on tools and technique. To help improve overall project technique, this series looks at the top 10 lessons learned using MS-Project. Lesson Learned #4: Use project and team resource calendars.

Inefficiencies of Overtime Work In Projects

In the knowledge economy, working extensive hours is sometimes equated to dedication, loyalty and even productivity. But while dedication, motivation and personal drive can carry the day at first, that doesn’t last. Sustained extended hours of work end up diminishing production and discouraging creativity.

Inefficiencies of Overtime Work In Projects

In the knowledge economy, working extensive hours is sometimes equated to dedication, loyalty and even productivity. But while dedication, motivation and personal drive can carry the day at first, that doesn’t last. Sustained extended hours of work end up diminishing production and discouraging creativity.

Risk Management Mistakes

Risk management is one of the most critical functions that every PM and every business leader must focus on. This article will focus on some common mistakes to avoid when managing project/organizational risks.

Risk Management Mistakes

Risk management is one of the most critical functions that every PM and every business leader must focus on. This article will focus on some common mistakes to avoid when managing project/organizational risks.

Keep Dreaming

If you think gathering project requirements is easy, wake up and smell the coffee. Figuring out what your client really needs can be a nightmare, but with the right tools and know-how, you could make your client’s dreams come true.

Keep Dreaming

If you think gathering project requirements is easy, wake up and smell the coffee. Figuring out what your client really needs can be a nightmare, but with the right tools and know-how, you could make your client’s dreams come true.

Web Services: What’s the Big Deal?

As a new subject matter expert takes over our new Web Services and Application Development department (bye, bye DAD!), it’s time for a Web Services pep talk.

Web Services: What’s the Big Deal?

As a new subject matter expert takes over our new Web Services and Application Development department (bye, bye DAD!), it’s time for a Web Services pep talk.

North America Congress Highlights – Key Take-Aways and Lessons Learned in Improving Talent Management in Project, Program and Portfolio Management: Q&A

Our webinar North America Congress Highlights – Key Take-Aways and Lessons Learned in Improving Talent Management in Project, Program and Portfolio Management was so successful, the presenters ran out of time to answer all of the questions. Here, Lawrence Suda continues the conversation.

North America Congress Highlights – Key Take-Aways and Lessons Learned in Improving Talent Management in Project, Program and Portfolio Management: Q&A

Our webinar North America Congress Highlights – Key Take-Aways and Lessons Learned in Improving Talent Management in Project, Program and Portfolio Management was so successful, the presenters ran out of time to answer all of the questions. Here, Lawrence Suda continues the conversation.

Less Guts, More Glory?

Project managers, like most everyone else, make many decisions based on intuition and instinct. But on complex initiatives involving multiple objectives, uncertainties and stakeholders, those gut feelings can lead to biased decisionmaking that isn’t always in the best interest of the project. Instead, the authors of a new book recommend a structured decision analysis process based on psychology and mathematics.

Less Guts, More Glory?

Project managers, like most everyone else, make many decisions based on intuition and instinct. But on complex initiatives involving multiple objectives, uncertainties and stakeholders, those gut feelings can lead to biased decisionmaking that isn’t always in the best interest of the project. Instead, the authors of a new book recommend a structured decision analysis process based on psychology and mathematics.

SMITten with ITSM

Since service management is far more important to our customers than information technology, the acronym should be SMIT–or Service Management through Information Technology–rather than ITSM. There are many methods for structuring the improvement of the service that we provide to our customers, but all of the complexity boils down to a few important considerations.

SMITten with ITSM

Since service management is far more important to our customers than information technology, the acronym should be SMIT–or Service Management through Information Technology–rather than ITSM. There are many methods for structuring the improvement of the service that we provide to our customers, but all of the complexity boils down to a few important considerations.

Topic Teasers Vol. 32: Are We Agile Ready?

Question: Don’t get me wrong, I want my team to be agile. But it doesn’t seem to me that the organization around here is ready to support it. Do we just go ahead anyway, or do we wait until management and department heads figure out their roles before we change our project practices?

A. Not every team needs to be agile. Wait until the larger organization changes enough that you think it can be successful. In the meantime, change nothing.

B. Your organization can benefit if it becomes attuned to the agile philosophy. Change your IT practices and the rest of the people will eventually automatically alter the ways they support you.

C. Change your team now! Ignore the rest of the organization. As long as you and your co-workers create agile artifacts, the value stream for the business will automatically flow.

D. Agile teams planted in an indifferent or hostile environment cannot grow and flourish. Figure out in detail where your organization stands on a readiness scale, and then work to move it toward a more supportive environment.

Pick your answer then Test Your Knowledge!

Topic Teasers Vol. 32: Are We Agile Ready?

Question: Don’t get me wrong, I want my team to be agile. But it doesn’t seem to me that the organization around here is ready to support it. Do we just go ahead anyway, or do we wait until management and department heads figure out their roles before we change our project practices?

A. Not every team needs to be agile. Wait until the larger organization changes enough that you think it can be successful. In the meantime, change nothing.

B. Your organization can benefit if it becomes attuned to the agile philosophy. Change your IT practices and the rest of the people will eventually automatically alter the ways they support you.

C. Change your team now! Ignore the rest of the organization. As long as you and your co-workers create agile artifacts, the value stream for the business will automatically flow.

D. Agile teams planted in an indifferent or hostile environment cannot grow and flourish. Figure out in detail where your organization stands on a readiness scale, and then work to move it toward a more supportive environment.

Pick your answer then Test Your Knowledge!

Baby Steps

Why has Project Portfolio Management struggled to be adopted in organizations? While part of the problem lies with the vendor overselling the product, the bulk of the issue stems from our collective failure to educate ourselves on PPM–and understand how we should adopt it.

Baby Steps

Why has Project Portfolio Management struggled to be adopted in organizations? While part of the problem lies with the vendor overselling the product, the bulk of the issue stems from our collective failure to educate ourselves on PPM–and understand how we should adopt it.

Hollywood (H)IT (Part 4)

As our series concludes, we continue to learn more about how Delilah and the Bad Boy of Music invented a secret communication system.

Hollywood (H)IT (Part 4)

As our series concludes, we continue to learn more about how Delilah and the Bad Boy of Music invented a secret communication system.

Where Does Your PMO Fit?

You already know there is no ‘one type fits all’ when it comes to a project management office. But does your PMO have a type at all? Does it attempt to do too little or too much? Or is it hemmed in by your organization’s oversight or lack of project portfolio management maturity?

Where Does Your PMO Fit?

You already know there is no ‘one type fits all’ when it comes to a project management office. But does your PMO have a type at all? Does it attempt to do too little or too much? Or is it hemmed in by your organization’s oversight or lack of project portfolio management maturity?

The Chains of Change

A successful change initiative at a division of a large metals processing company started with ‘over-communicating” to a burned-out, disillusioned team. By actively engaging the team, the project leader garnered much-needed buy-in, and enthusiam increased as the new technology platform delivered tangible results.

The Chains of Change

A successful change initiative at a division of a large metals processing company started with ‘over-communicating” to a burned-out, disillusioned team. By actively engaging the team, the project leader garnered much-needed buy-in, and enthusiam increased as the new technology platform delivered tangible results.

How ‘E’ Is Your EPMO?

PMOs can exist at any level of the organization, and there are compelling advantages to having an enterprise-wide PMO. Here’s proof on why it’s vital to the project environments of 2017 and beyond…

How ‘E’ Is Your EPMO?

PMOs can exist at any level of the organization, and there are compelling advantages to having an enterprise-wide PMO. Here’s proof on why it’s vital to the project environments of 2017 and beyond…

Project ‘You’ and Project ‘Two’

Looking at our opportunities for efficiencies is like considering our work as a machine and trying to lubricate it so it will go faster and run more smoothly. However, this view misses who is driving your work: you. In effect, we watch the work, but not the worker. It is you that drives the contributions you make on the project.

Project ‘You’ and Project ‘Two’

Looking at our opportunities for efficiencies is like considering our work as a machine and trying to lubricate it so it will go faster and run more smoothly. However, this view misses who is driving your work: you. In effect, we watch the work, but not the worker. It is you that drives the contributions you make on the project.

Build a H.U.T. and Rule the Stakeholder Jungle

Honesty is the best policy. Be unbiased, and consider the good of the project first. Time is money. As people and especially as project managers, these truisms buzz by our ears every day. When we apply all three considerations to managing stakeholder expectations, however, we have a powerful formula for success.

Project Failure as a Scapegoat for Organizational Failure (Part 3)

Organizations often talk of project management failure and put us in a vicious cycle of cause/effect analysis loops. The problem is that we look for the cause of project management failure where the light is–and not in the dark spot where the true issue is. This three-part series helps to uncover some key underlying and recurring sources of confusion within organizations. Part 1 looked at decision-making dilution; Part 2 explored methodological and structural confusion. We now turn our attention to leadership pollution and conclude our series.

How Agile Are Your Change Efforts?

How fast is your organization capable of changing to continue to remain relevant and successful in the marketplace? The world is changing at an accelerating pace. Companies are rising to global scale faster, while large, successful companies are disappearing faster–leading to the need for agile change.

Initial Stakeholder Engagement in a Cultural Change Project: A Case Study

The successful rollout of a fundamental change needs support and buy-in from senior stakeholders. The project manager therefore needs to plan for adequate and persistent senior stakeholder engagement. This article introduces two measures–Appetite for Innovation (AI) and Trust (T)–that can be used to predict likely responses of senior stakeholders to organizational change. Low AI can be addressed by making the change real and relevant to stakeholders. Low Trust can be addressed by improving the awareness of senior stakeholders about the change that is being introduced.

Enterprise PM Delivers Results

Ingersoll Rand believes in extending the benefits of project and portfolio management beyond IT and across the organization. The company successfully incorporated a “top-down” approach to improve business results, rationalize initiatives, gain portfolio visibility and improve project execution for IT, Innovation, Lean Six Sigma and Merger Integration initiatives.

Enterprise PM Delivers Results

Ingersoll Rand believes in extending the benefits of project and portfolio management beyond IT and across the organization. The company successfully incorporated a “top-down” approach to improve business results, rationalize initiatives, gain portfolio visibility and improve project execution for IT, Innovation, Lean Six Sigma and Merger Integration initiatives.

Lessons In Leverage

Many project managers, well trained as problem solvers, engage like hammers looking for nails. But there are options, starting with a realization that so-called inherent project management problems — responsibility without authority, indifferent sponsors — need not be nails in your project’s coffin. In fact, they can be leveraged. Here’s an alternative perspective on some traditional complaints.

Lessons In Leverage

Many project managers, well trained as problem solvers, engage like hammers looking for nails. But there are options, starting with a realization that so-called inherent project management problems — responsibility without authority, indifferent sponsors — need not be nails in your project’s coffin. In fact, they can be leveraged. Here’s an alternative perspective on some traditional complaints.

Get Extreme (Part 2)

Extreme Programming is a software development approach built on the premise that, when done right, the cost of changing software is constant. This two-part feature looks at the 12 practices of Extreme Programming.

Get Extreme (Part 2)

Extreme Programming is a software development approach built on the premise that, when done right, the cost of changing software is constant. This two-part feature looks at the 12 practices of Extreme Programming.

Task 040Assemble Integration Groups

Huge online community of Project Managers offering over 12,000 how-to articles, templates, project plans, and checklists to help you do your job.

Task 040Assemble Integration Groups

Huge online community of Project Managers offering over 12,000 how-to articles, templates, project plans, and checklists to help you do your job.

What Matters Most

After three or four projects, you learn that there are a few things that must go right for most any project to succeed. These are generally referred to as the Critical Success Factors, or CSFs. Here are six:

What Matters Most

After three or four projects, you learn that there are a few things that must go right for most any project to succeed. These are generally referred to as the Critical Success Factors, or CSFs. Here are six:

Task 010Adjust Database Design

Huge online community of Project Managers offering over 12,000 how-to articles, templates, project plans, and checklists to help you do your job.

Task 010Adjust Database Design

Huge online community of Project Managers offering over 12,000 how-to articles, templates, project plans, and checklists to help you do your job.

Slowdown Speeding Up?

With the U.S. economy slowing down at lightning speed, now might be a good time to think about getting serious about knowledge management.

Slowdown Speeding Up?

With the U.S. economy slowing down at lightning speed, now might be a good time to think about getting serious about knowledge management.

The Learning Curve

Organizations can no longer depend on all-knowing leaders or better mousetraps to succeed. In today’s rapidly changing marketplace, the only way to develop and sustain a competitive advantage is to create a high-performance learning culture. Here are four fundamental steps to build it.

The Learning Curve

Organizations can no longer depend on all-knowing leaders or better mousetraps to succeed. In today’s rapidly changing marketplace, the only way to develop and sustain a competitive advantage is to create a high-performance learning culture. Here are four fundamental steps to build it.

The Top 10 Reasons Projects Fail (Part 1)

While we all generally know what a pitfall is in the business world and understand that they should be avoided, the most obvious traps are still sometimes the ones we fall into—especially when managing projects with dozens of competing priorities that distract us and take our eyes off the trail ahead. This two-part article series identifies the top 10 reasons projects fail and focuses on how to avoid these common project management pitfalls.

The Top 10 Reasons Projects Fail (Part 1)

While we all generally know what a pitfall is in the business world and understand that they should be avoided, the most obvious traps are still sometimes the ones we fall into—especially when managing projects with dozens of competing priorities that distract us and take our eyes off the trail ahead. This two-part article series identifies the top 10 reasons projects fail and focuses on how to avoid these common project management pitfalls.

Game On

It sounds like a success story ripped from the latest headlines: “Video Game Freak Turns Hobby Into a Career.” Read about a high-ranking project manager employed by one of the most famous video game companies in the world.

Game On

It sounds like a success story ripped from the latest headlines: “Video Game Freak Turns Hobby Into a Career.” Read about a high-ranking project manager employed by one of the most famous video game companies in the world.

Task 030Code Program Structures

Huge online community of Project Managers offering over 12,000 how-to articles, templates, project plans, and checklists to help you do your job.

Task 030Code Program Structures

Huge online community of Project Managers offering over 12,000 how-to articles, templates, project plans, and checklists to help you do your job.

Developing a CRM Culture

Part of serving your customers is communicating a consistent corporate culture. Often that is easier said than done. Learn from these examples of diverse companies who have managed to develop winning CRM cultures.

Developing a CRM Culture

Part of serving your customers is communicating a consistent corporate culture. Often that is easier said than done. Learn from these examples of diverse companies who have managed to develop winning CRM cultures.

Politics and Portfolios

As long as gut feel and political influence are favored over formal analysis and strategic discipline, the benefits of portfolio management will not be realized.

Politics and Portfolios

As long as gut feel and political influence are favored over formal analysis and strategic discipline, the benefits of portfolio management will not be realized.

2009 Outsourcing Solutions Yield Results

Ask outsourcing consultants and vendors what outsourcing solutions are viable now and for the future, and you’ll get a battery of answers. Who is right, who is wrong?