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Features
A Closer Look at Project Management Trends
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Project Discovery (DIY)
- by
Meri Williams
(April 17)
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Project managers may not have much influence in determining which projects get the green light, but understanding how and why your project was valued is a critical part of your job. An informal discovery process can do more than clarify why the project was undertaken; it can shed light on how to best manage the expectations and complexities you’ll be facing.
[more]
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Which Way Are You Leaning?
- by
Bob Tarne, PMP
(April 10)
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Agile project management and software development techniques like Scrum and Extreme Programming continue to gain popularity, but not all projects are suited to a purely agile approach. By helping to define value, eliminate waste and prevent defects, the principles of Lean Manufacturing and Six Sigma can also be used to improve the effectiveness of traditional project management processes.[more]
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The Program Manager's PMP
- by
J. LeRoy Ward, PMP, PgMP
(April 3)
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The process for earning the new Program Management Professional (PgMP) credential is much more involved than the PMP. Here is a look at the differences between the two, and the criteria to earn each of them — from one of the 100 or so people who has earned both.[more]
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Scoping China
- by
Venessa Wong
(March 13)
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China’s physical and technological infrastructure is transforming at lightning speed, but institutional and cultural realities are much slower to change, which presents huge challenges for project consultants, managers and teams. Here’s an overview of the project management landscape in China, and the prevailing prerequisites for getting things done.[more]
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Do Not Pass Go
- by
Robert Cooper and Scott Edgett
(February 14)
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No organization will succeed at new product development over the long haul without a systematic approach to project selection and resource allocation. It’s all about making informed go-kill decisions, again and again. Here are 10 best practices that can help — from data integrity and triangulation, to incremental commitments and cross-functional participation.[more]
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Whose Grass Is Greener?
- by
Ann Sachs
(January 31)
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Corporate project managers, consultancy reps and solo practitioners operate in three distinct project environments. When it comes to career considerations, each set-up presents unique advantages and disadvantages, opportunities and obstacles. Here is professional development advice for project managers in each situation — and for those contemplating a switch.[more]
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Battling the Resource Curse
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Drew Marshall
(January 3)
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It’s a brand new year, but project resources, namely the people kind, are still in short supply. This perpetual challenge can, however, be turned into an opportunity, even an advantage. The ability of project managers to plan defensively and proactively can make or break a project. Here are five guiding principles for making the most of scarce resources.[more]
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Under Review
- by
Elizabeth Harrin
(December 13)
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It’s the time of year for annual performance appraisals — make or break time for promotions and pay raises. But if you’ve been too busy with managing projects to think about preparing for and, yes, managing this meeting, what can you do in the days before your review to maximize your chances for a favorable outcome?[more]
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The Project+ Test
- by
Projects@Work
(December 6)
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You are leading a project with multiple customers that is in the planning stage. You receive an unclear written statement of the project purpose and objectives. What is your next step? This is one of 10 sample questions from the CompTIA Project+ exam, presented here for your consideration.[more]
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The Cost of Community
- by
David Schmaltz
(December 6)
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Before proceeding with the plan, the canny project manager mitigates risks by involving the whole community — all the “undesignated project managers” — in the design of the effort. Sure, this can be time-consuming, frustrating work, but not as time-consuming, frustrating and costly as those contingencies that inevitably pop up later when such input is ignored at the start.[more]
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