Establishing a “program approach” allows leadership to control performance across multiple projects to achieve maximum efficiency and ensure alignment to strategic goals. The “Intelligent Project Management” model (iPM) provides a fully integrated approach utilizing smart controls, greater visibility of performance data and ensuring people have the right capabilities to support delivery.
Developing a phased approach that brings continuous and measurable improvements is key to implementing an effective SLM capability. SLM isn’t about service level agreements, layers of complex processes and such. SLM is about aligning the services and capabilities IT provides to the organization with its fundamental operational and competitive sustainability needs.
Project managers can facilitate benefits realization and–more strategically–the project management function. That encompasses the three Ps of project management, which can play the crucial but often missing organizational role that will embed benefits realization in strategy execution and–by extension–program and project delivery.
What is workforce management? How is it better than just keeping tabs on all your employees? Part two of this two-part article will explain the advantages and benefits of workforce management. Also included are ways to maximize the workforce management and technical suggestions.
Presented as an Information Systems Track at PMI«2000 in Houston in September.
Examining how New York City is preparing for and protecting itself from a major coastal storm provides valuable insights all PMs can learn from. Find out how the training program was forged, more about its expectations and scope–and the program’s far-reaching applications.
What does quality project management mean? What does it look like? Can all project management be measured using the same metrics? What might those metrics be? Here’s some help with the designing of meaningful metrics for measuring the quality of your organization’s project management process.
Since the Stone Age, people have tried to come up with new methods for making project planning and tracking more accurate and reliable. Is artificial intelligence the next step in project management evolution?
If you’re working in a project environment that produces intellectual rather than material outputs, Adaptive Case Management can be an effective approach to getting the most out of knowledge workers. It’s about reducing “process overload” and empowering team members to make real-time adjustments and decisions.
Organizational risk management requires alignment across all levels of execution, including project, programs, portfolios and the PMO. This includes consistent reporting and approval processes as well as a culture that facilitates communication among team members, senior executives and stakeholders.
Changes in the financial services sector have made achieving straight-through processing—a dedicated commitment to settle a securities transaction within 24 hours and minimize risk—a monumental effort. Can agile software development and workflow management systems have a positive impact on addressing straight-through processing?
How much money and time is wasted by inefficient use of the tools that you already have available? The benefits of database storage go far beyond current projects, and project management tools have become far more powerful. Are you harnessing this resource?
Business process management (BPM) is not another three-letter shortcut to promises of improved efficiencies and optimization of business and technological tools, methods, or mantras. BPM is a consolidation of earlier management theories and practices, with the addition of the human element in business.
Through your own intuition and “sixth sense,” you are managing risks in a project without even knowing it. Learn how intuition replaces risk management rigor in resource-constrained environments.
If you want to get better at anything, you have to work at it–and project management is no different. Read on as a PM and mentor/coach helps shape four principles for reaching your project management goals. If you follow these, you’re bound to make progress.
Portfolio management is an area that more and more PMOs are looking to become engaged in. As organizations look to improve project execution and alignment, what role does the PMO play in managing project data?
In the past few years, project managers have started to establish blogs, and more than a handful have gained a following by mixing the professional and the personal, advice and anecdotes. Some do it as a marketing tool, some hope to improve the field by sharing good ideas, and still others admit they enjoy the validation and creativity of blogging.
This paper is a “lessons learned” from a successful certification of organizational project management practices to the ISO 9001:2000 quality management standard in 2007. It provides an impression of the challenges and approaches taken to achieve certification to the standard.
The work breakdown structure is fundamental to project execution. When we expend insufficient time and develop inadequate detail on the WBS, the project will yield poor results and we can expect to see last-minute identification of critical elements. Here we look in greater detail at this essential tool.
This webinar is for practitioners interested in the PMBOK® Guide Knowledge Area of project communications. It focuses on communication planning and explains why communication is so important in project management.
Risk management allows a company to strike a balance where growth and related risks are in line with the strategy and objectives of the company. In order for these processes to function efficiently and effectively, there must be enterprise-wide commitment and involvement in day-to-day risk management activities. Properly implemented, risk management can immediately add value to your company.
Project success is measured by key stakeholder satisfaction. PMI’s newest knowledge area provides four processes to effectively manage the sensitive issues. In the finale of this series to get you ready for the PMP exam, this article looks at project stakeholder management.
Companies who lack a formal evaluation process could be missing the mark, losing revenue and failing to properly motivate their teams. To make things more challenging, millennials are bringing a new set of expectations and attitudes that may shift the patterns. Be mindful of these trends that are likely to occur in the employee performance management process…
The building of trust has value with the application of project management and with the advancement of business in a strategic direction. Are you demonstrating effective and efficient leadership to build that trust?
The challenge of recruiting top talent for your organization is daunting enough. Perhaps even more challenging is retaining talent. What happens once you have finally landed that superstar employee that you just paid a lot of money to recruit? Does your organization have a robust talent management and retention model?
The alignment of project management activities with project risk appetite can be a powerful tool to help illustrate and communicate the relationship between these two important areas. Adopting a more formal process to frame and document project risk appetite can maximize positive outcomes.
The successful deployment of an application, idea or process requires buy-in from the high level infrastructure level of an organization. When dealing with application development, keep these important change management tactics in mind.
In international logistics-related project management, we deal with applied ethics or professional ethics that examine ethical principles and morals, or ethical problems that arise in a business environment. There are three domains that need to be considered…
Technology transition has gained a great deal more attention in recent days. This is defined as the detailed desk-level knowledge transfer and documentation of all relevant tasks, work flows and business processes from a provider to a client or from an owner to a support organization. Extensive due-diligence is required in assessing what activities need to be transitioned and to what extent. This article is an attempt to explore the different phases and activities of a transition cycle and how some of the project management techniques can help make life easier for a transition manager.
Organizations with projects that compete for limited resources may be able to optimize performance of project portfolios and achieve better business results via a rules-based task management system. Learn how to “right track” projects with prioritization rules and visible metrics.
In Part 1, we outlined some considerations involved in managing requirements for satellite. In this concluding part, we will look at a few specific pointers that can lead to better requirements management in such engagements.
Portfolio managers that develop a detailed understanding of four fundamental aspects will be better positioned to manage their portfolios—and be able to answer the specific questions that executive managers are fond of asking.
Most people have heard of the term “learning organization.” However, do we know what it has to offer project planning management? Before a proper discussion of how it can be employed throughout the project process groups, we must first discuss the five components that form LO.
By building data warehouses and data marts that integrate customer contact information with product history and customer service information, organizations can truly begin to build a complete picture of their customers and really start to understand their needs and tailor specific messages for each customer.
Disruptive technology is about innovation and enablement. Future project managers will need to be good at innovative practices—including collective intelligence, self-adjusting small teams, and continuous monitoring of agents of change—to survive and flourish. Two case studies present companies that were able to thrive by identifying opportunities for change.
There are many ways to start teaching project management at a university. Including a class is good, but in this practitioner’s opinion, it’s not enough. Here he shares how the process started for him.
Just as we always look out for the good of our projects, we must also look out for the good of our career. We can never assure that they will continue to advance and grow, but there are some factors we can look to that might optimize our chances. Taken by themselves, none of these factors will assure a smooth and rewarding career progression. But leveraging several of these factors can help maximize success.
In the project management context, knowledge management and transfer are essential. Effective KM practices increase the business value of consultants to organizations. Change management programs are improved when they are supported with knowledge transfer. Finally, we will see that knowledge management activities are a hallmark of many top-performing organizations.
We’ve talked about the primary and support processes in the portfolio management model. The organization layer describes the common language, definitions, metrics, measurements and approaches to integrating the primary and support processes.
Mind maps can be built using a variety of options. This series of articles will demonstrate several applications using mind mapping tools for better project management efficiency and effectiveness. In this article, there are several links to a variety of free templates that you can use to get started with mind maps.
This article explores the highlights and interactions of risk management over the other areas of project management in a comprehensible manner and projects it over common “real” project situations.
This writer has noticed a lot of project management buzzwords not just being used, but sometimes being used incorrectly. With that in mind, here are the most overused terms in project management.
Project managers spend much of their working lives managing. So why don’t we spend more time managing our own careers? Here are a few thoughts on how each and every one of us can start proactively managing our career—and influence our future success.
As we think about how we evolve our portfolio management disciplines, it is important to practice portfolio management within the context of service management. Ideally, an IT organization clearly defines its set of products and services via a service catalog and each customer works with a service portfolio manager to manage the lifecycle of services that is pertinent to them.
Working on the program level, quality management becomes complex because of differing elements being measured and differing criteria. A Program Management Plan with a quality management section can fit the bill. In the concluding installment, we look at how you can guide this complexity.
There are many tools available to assess project risk. However, the tools may be used infrequently due to the lack of a prescriptive risk management protocol coupled with an abundance of options. The author details the relative benefits of the Risk Fishbone Diagram and the Enhanced Risk Assessment Matrix (ERAM), and explains why they may be the only two tools necessary to facilitate risk management for most projects.
The problem-solving skills on which project managers largely build their reputations might be greatly improved by mastering the challenge of problem-selecting instead. In short, the difficulty isn’t the problem; it’s how we’re coping with it. Radical acceptance is a start.
The efficient delivery of construction projects will be greatly enhanced if project managers focus their efforts on developing measures for identifying, monitoring, and managing scope creep in projects of any size. This article seeks to provide answers to the following questions: What is scope creep? When does it happen (identifying? Why does it happen (monitoring)? And, how can it be prevented from happening (managing)?
Risk management is often discussed, but it is amazing how few project managers truly embrace the process. This article presents an overview of risk management in context to project management, and shares some guidance on the components that should be considered when implementing a risk management process framework.
Poor request management will get your project off to a bad start from which it may never recover. Here are four recurring request management issues that derail project, program and portfolio effectiveness, from the gathering to prioritizing and tracking of them. How many sound familiar?
Time consuming, friction inducing and potentially costly, there is plenty that you would want to avoid when properly building IT service management. Yet if you hold your nose and do it right, you can establish a strong and effective process.
Stop grousing about project management. It’s actually good for you! Improved productivity is a leading benefit of implementing project management. Why? Taking the randomness and confusion out of the project worker’s day and replacing it with clarity can only lead to a more satisfying work experience for both employee and employer. Now, what’s wrong with that?
Developing the business acumen to understand and provide the right feedback to senior leadership to pick and choose the right projects that will help achieve the larger strategic objectives is essential for the modern-day PM. Are you ready for the challenge?
Many project managers struggle with managing conflict especially when it is being heated by emotional extremes. The author shares his top-ten lessons of real-world conflict resolution known as: Appeaseddd, with three Ds, to help you meet the challenge.
This article introduces a concept for project management improvement through the use of existing project management resources, without the need for disruption. The concept intends to avoid costly overheads in implementation and running–and introduces optimal use of project managers for review of projects, bringing down risk and involvement of costlier management overhead.
MWH will advise and assist the City in overseeing the assessment, rehabilitation, replacement and strategic improvement of City buildings and infrastructure following hurricanes Katrina and Rita.
Few project leaders want to spend the up-front time and money to actually put together a risk management plan, but it truly needs to be your first step in effectively managing risks on your project. Your planning needs to include four steps in order to be effective and in order to be a “sellable” tool in your PM process.
In the midst of the global economic crisis, some risk takers are being taken to task, and rightfully so. But not all risk is bad. Moving forward, what is the appropriate role of risk management and risk specialists?
Multidimensional project control systems, which integrate the critical to quality metrics of the project quality management, risk management, and program integration requirements into the earned value management system, delivers capability for the enterprise project team(s) in measuring the performance-based earned value of the project deliverables.
This paper explains how the balanced scorecard (BSC) framework can be leveraged to enhance project performance management. The BSC framework is an effective tool to realizing enterprise strategy by cascading strategy into a set of objectives, key performance indicators (KPIs), metrics, and targets across four dimensions: finance, customer, process, and learning/growth.
No project manager would ever be so foolish as to leave the outcome of their project to chance events and simply hope they might get lucky. So it might appear odd for our guru to be looking inside a fortune cookie to find project management wisdom. But as we saw in Part 1 of his series, those simple mottoes can sometimes offer up more wisdom than first meets the eye…
The Lower Colorado River Authority (LCRA) recently completed implementation of a major change—consolidation of multiple project management offices (PMOs) into a single PMO. The lessons learned revealed a number of considerations that apply to executing any major change, revealed advantages and disadvantages to having a single PMO and identified future risks for the newly consolidated PMO.
As hybrid projects become more common, what has to change among team members, and how do we manage that change? Do we have to minimize these disruption scenarios, or can we create an environment where teams are more comfortable with the shifts?
What is quality project management? Once you have a set of baseline definitions have been established, the logical next step would be to develop a framework for measuring the level of quality a project management process has or will yield. This fram
Consulting on a project can be a very different experience than managing one directly. And if you are a PM, you may find yourself dealing with project consultants on a regular basis. But when consultants start to encroach on the project manager’s purview, there can be conflicts and issues.
In the webinar Technology Impact on Communication Management with Beth Spriggs, she talked about technology’s impact on communication management. She explored with attendees how communication behaviors and preferences have changed, and examined how these changes create both opportunity and risk in our projects. She also discussed ways this impacts our current project communication plans, explored ways to adjust our communications to be more effective and shared some practical communication tips. Here, she answers attendee questions.
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is the master book for project managers, however, it is often subject to personal interpretation. This paper presents the conceptual steps needed to use the PMBOK® Guide processes in accordance with the projects that need it. It is about the integration Knowledge Area, and it covers why phases of a project life cycle should not be considered as a part of the Project Management Process Groups referenced in the PMBOK® Guide. It also explains how to use the processes groups within the project life cycle.
How do you think about your approach to project management? Is it something well defined and fixed? Is it evolving and flexible? Is it mystical and incomprehensible? Or is it so innate and ingrained that you don’t even think about it? It’s an important question to consider, and one we don’t necessarily explore very often.
Why study project management? What’s in store for project management in the future? What is the difference between what is taught to students in the classroom and project management in the real world? A student sets out to find some answers…