News, books, decision-making tools, white papers and webinars.
Choosing an Agile certification presents a number of complications, including the fact that there are different approaches and frameworks to consider and the fact that most are still evolving and changing. To help get your search started, here is an Excel-based roundup of Agile certifications.
A workaround is a way to overcome barriers to productivity. They’re not always perfect but they get your project going again, and that’s probably better than doing nothing as stakeholders hover and deadlines pressures mount. As you go about finding your own workarounds, you may enlist the help of others or you may need to go it alone. Before you start, read the related article and consider the following questions.
Implementation of an EVM process can be challenging, but there are areas you can focus on to improve your chances for success. As you listen to the companion podcast (see "EVM Talk"), think about the following questions.
Building a strong working relationship between project management and business analysis can be challenging, but you can take some simple steps to get the most out of this important dynamic — and make your project efforts more successful. As you listen to the companion podcast, think about the following questions.
Project Management Institute is seeking proposals from scholars both within and outside the field of project management for research with a direct application to any aspect of the Project Management Body of Knowledge or its practice.
A new guide addresses unique aspects of project management within the pharmaceutical industry, including regulatory context, integrated validation and risk management.
A recent global study on the state of business analysis shows organizations are missing key internal competencies that could enhance productivity and profitability. As a result, organizational objectives are often disconnected from those responsible for execution.
Project Management Institute reports that 71 percent of project managers saw an increase in compensation over the last 12 months.
Project managers avoid drama and unnecessary stress by understanding the roles and responsibilities of everyone involved, starting with their own. In Part 1 of this series, we outlined the reasons why we run projects and why defined roles are so important. Now let’s dive deeper into the “what and how” of the project manager role.
Much of the unwanted drama we face as project managers comes from people not understanding their roles and responsibilities. When people don’t know what is expected of them, they rarely perform well. It’s our job to make sure that doesn’t happen. But first, we must understand our role — and why we really want it.
When it comes to leading or working as part of a project team, collaboration (or the lack of it) will often determine the success (or failure) of the endeavor, regardless of planning. A new book gathers 42 rules for collaborating more effectively, covering people, processes and technology.
Putting out fires is an all-too-common job requirement for many project managers. If you are struggling with resolving conflicts on your team, here are some tips for turning those emotionally charged disputes into productive conversations.
Many large work initiatives run as projects would be more successful managed as programs. Such misdiagnosed projects include dimensions of size, complexity and duration that challenge the project perspective and lead to a higher likelihood of failure. A different methodology is called for, one that recognizes the difference between a program and a project and adopts the right set of skills to the task.
Organizations need a clear picture of resource availability to confidently take on new projects and react to sudden market opportunities. Otherwise, valuable resources are wasted or misused. While there’s no silver bullet for capacity planning and resource management, there are four distinct dynamics that improve success.
A project management office should be an integral component of your organization’s project management practice, and it should be delivering results that are critical to business and mission success. This white paper examines key PMO functions, characteristics and challenges, and showcases attributes of a successful PMO. A four-step plan is also provided to improve your PMO’s value to the organization at large.
Globalization is driving professional service organizations of all sizes to adapt their processes and consider integrated resource planning solutions that can improve financial visibility and operational efficiency while maintaining a hands-on project management touch.
Software delivery has changed. Projects are expected to deliver high business value and strong customer satisfaction – but faster and with fewer resources. Also, stakeholders are increasingly tech savvy and team members are globally distributed. Adapting to these changes requires next-generation project management. Join this on-demand webinar to hear Mary Gerush of Forrester Research explore the evolution of project management and outline the core capabilities, skills and knowledge that today’s project managers need to succeed.
Discusses how the expanding global marketplace has placed a new premium on a leader's ability to manage geographically distributed teams. The solution lies more in understanding the internal and external dynamics than using the newest software tools that keep us connected. This course provides new insights and skills that will enable you to coordinate, communicate and collaborate more effectively with team members, regardless of location.
This file requires the WebEx Player. It is 4.8Mb.
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John D'EntremontProject Manager, PMP
John D’Entremont, PMP, is a project manager in the financial industry, w…
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Glen AllemanVP Program Controls, Lewis & Fowler
As VP, Program Controls, Glen brings his 30 years experience in program …
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Andy JordanPresident, Roffensian Consulting Inc.
Andy Jordan is a well known author and speaker on project management and…
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Tom MochalPresident, TenStep Inc
Tom Mochal, PgMP, PMP, TSPM is the president of TenStep, Inc. (www.TenSt…
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Janis RizzutoContributing Editor, ProjectsAtWork
Janis has been writing for ProjectsAtWork for more than a decade, starti…
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Aaron SmithEditor, ProjectsAtWork.com
Aaron has been the editor of ProjectsAtWork since 2001, leading its evol…
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Half a trillion dollars.
That's a lot of money -a lot of projects - and clearly a lot of opportunity for project managers.
And that is the amount of money (about 3 trillion yuan) t...
Posted in: People, Planet, Profits & Projects
Your PMO is how many hundred people?
We don't worry about innovation, we alwayshave great products!
Your all day status meetings have a greatsupply of donuts!
Our PMO is a...
Posted in: Project Navigator
In this nifty article from this past Sunday's Boston Globe, you can read about several companies in the Boston area and the projects they've initiated to harness the power of microbes....
Posted in: People, Planet, Profits & Projects
Continuing with the theme of Green IT, a consortium of major colleges in the Boston, including Boston University (where I am have currently developed and am teaching a course in Green IT), Harvard,...
Posted in: People, Planet, Profits & Projects
Changepoint helps businesses gain competitive advantage and increase profitability through complete portfolio visibility, planning insight, process automation, and improved resource utilization throughout a customer’s lifecycle.
EPM Lives WorkEngine provides easy to use Microsoft SharePoint Project and Work Management applications for everyone in an organization, from teams that want to work within individual workgroups, to organizations that want to utilize enterprise tools
With Genius Project, leading project and portfolio management software, an organization can easily manage project in a collaborative way. Turn around time is quick, and as a result, project visibility and execution are enhanced.
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Pat M: "To further Stuart's reply, when our group President asked why our projects were …" on Portfolio Manager Roles
February 9, 2012
Stuart E: "Pat, it would be hard to disagree with your comments. One fairly common blind s…" on Portfolio Manager Roles
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Pat M: "Perhaps I'm a bit naive, but it seems that you need both capabilities. In order…" on Portfolio Manager Roles
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Andrew D: "Mr. Farnbach, Thank you for the feedback. We did approach the project just as…" on Recipe for Product Innovation
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