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Executive Report
Case Studies
Lessons From the Field
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The Productive PMO
- by
Brad Egeland
(May 17)
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A majority of project managers say their project management offices are falling short of expectations, particularly in the areas of training, process support and executive involvement. Here are some keys to creating more effective PMOs.
[more]
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Talk Isn’t Cheap
- by
Nannette Rundle Carroll
(November 30)
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Using the latest project management tools and technology to plan, track and report progress does not ensure that effective communication is taking place. Project leaders also need to regularly talk to their team and seek feedback.[more]
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Enabling Career Advancement
- by
Mary Ann Bopp, Diana Bing and Sheila Forte-Trammell
(October 19)
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Project-driven organizations can benefit in many ways from creating a career framework that gives employees the opportunity to grow — and share — their knowledge and skills by moving across job roles or business units. In the process, they align company values and culture, optimize resources and increase client satisfaction. Here’s an overview of IBM’s approach.[more]
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The Content Integration Analyst
- by
Projects@Work
(February 16)
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To help manage the ambitious project to simultaneously update its four standards, the Project Management Institute created a new position: the content integration analyst. Beth Ouellette was chosen to fill the role, and here she shares a first-hand account of the effort to “harmonize” the standards.[more]
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Reinventing Tech Support
- by
Randy Miller
(May 19)
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Many organizations view technical support as a cost that must be borne and little else. It receives very low budget priority and is a perpetual source of customer complaints. But a well managed reorganization of the technical support department can turn it into a valuable customer retention tool. Here’s how one company did just that.[more]
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Don’t Quit Your Day Job
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Deborah Barry
(March 17)
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Operational managers are often asked to absorb the work associated with managing and controlling projects while continuing to perform their regular duties. Not surprisingly, disaster often ensues. But the scenario is repeated again and again. Here are lessons learned on how to make the case for appointing a dedicated project manager on mission-critical initiatives.[more]
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You Get What You Pay For
- by
Karen McIsaac
(February 20)
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Chargeback systems have been credited with helping companies better prioritize their IT initiatives, instill greater discipline in the planning and budgeting process, and enhance the credibility of their IT departments. Critics cite political and administrative headaches. Here, a proponent simplifies the case for chargeback.[more]
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USDA Selects Prime Project Managers
- by
Karen Klein
(November 20)
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Hundreds of government IT managers are learning the basics of project management and becoming PMI-certified thanks to a five-week training program that began in September 2001 at the U.S. Department of Agriculture. The results: Better proposals and planning, clearer communication, and a deeper pool of project management talent available to run costly and complex IT investments.[more]
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(L)earned Value
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Janis Rizzuto
(April 13)
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In the second of our three-part series on earned value management, experienced practitioners share some trends, best practices and pitfalls. Plus, profiles of two successful EVM applications in the public and private sector.[more]
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What's Your Type
- by
Projects@Work
(December 19)
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Every company has a personality. Does your company’s help or hinder project results? See if you recognize your organization in one of these before-and-after examples of well-known companies.[more]
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