Intelligent Project Management: Adopting a ‘Program Mindset’

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.

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Research Results: What IT Project Managers Think About Financial Investment Firms Pursuing Straight-Through Processing With Agile and Workflow Management Systems

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?

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Project Management Goes Blogging

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.

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The Implementation of Risk 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.

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Applying Project Management in Technology Transition— A Bird’s-Eye View

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.

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Rules-Based Project Management in Matrix Organizations: A Concept for Optimizing Organizational Performance in Multi-Project, Shared-Resource Environments

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.

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Disruption in Project Management

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.

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The ABCs of a Project Management Career

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.

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Enhanced Risk Assessment Matrix for the Management of Project Risks

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.

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The Dimensional Approach to Scope Creep Management in Construction Projects

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)?

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Effective Risk Management

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.

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Framework for Integrating Project Quality, Risk Management, and Integration Management into Earned Value Management (EVM) for Deriving Performance Based Earned Value (PBEV)

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.

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Project Performance Management Scorecard (PPMS) Using the ABSC Framework

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.

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The Consolidation of Project Management Offices – A Retrospective

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.

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Technology Impact on Communication Management: Q&A

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.

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Dynamic Project Management Framework: A Brief Approach to the PMBOK® Guide Execution

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.

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