Strategies for Managing Change: The Project Manager
July 31, 2008 No comments yet
The title of project manager (PM) is used to mean different things in different companies.
10 Golden Rules of Project Risk Management
July 31, 2008 No comments yet
The benefits of risk management in projects are huge.
Distinguishing Portfolio Management, Programme Management and Project Management
July 29, 2008 No comments yet
There is often a misunderstanding, and hence a mixed and overlapping use of terms, when it comes to programme management.
In Defence of the Project Management "Perfect World"
July 28, 2008 No comments yet
One of the most common challenge questions I get when teaching PMP Exam Preparation courses is “Why doesn’t PMI make the test more real-world? Why do they insist on testing for a world that no-one really lives in?” Over the years, my response to that question has evolved, but the more the question comes along, the more I realise we don’t insist on the perfect world often enough.
Leadership for Programme and Project Managers
July 24, 2008 No comments yet
Effective management is not just about being able to apply budgetary constraints or running projects to time. In fact, 70% of businesses fail to achieve their desired goals and the causes for failure are usually lack of strong leadership, lack of team skills, and lack of stakeholder engagement. These more subtle skills can have a huge effect on successful outcomes.
Reduce Project Risk in the Requirements Process
July 23, 2008 No comments yet
Gathering and managing requirements are important challenges in project management.
Use SMART Objectives to Focus Goals, Plans and Performance
July 22, 2008 No comments yet
Objectives that are SMART (Specific, Measurable, Aligned, Realistic/Relevant, and Time-bound) are likely to be achieved. Learn how to develop SMART objectives with the power to focus goals, work plans, and commitment to performance targets. Because meaningful and practical measures are built in, SMART objectives also enable feedback and learning that can keep you on track to success.
PMI’s PDU Secrets
July 22, 2008 No comments yet
A project manager has to be many things. To name just a few, a PM has to be a great communicator, a leader, a visionary, and be able to both build and inspire the team
PMBOK 4: This Time It’s Iterative!
July 19, 2008 No comments yet
The current Project Management Body Of Knowledge (PMBOK) Guide is labelled “Third Edition” and was published in 2004. Every 4 years the Project Management Institute (PMI) brings out a new version and the fourth edition has just been released to reviewers in exposure draft format. I was a contributor and reviewer for version 3 and will likely submit some feedback for version 4 too.
Getting Work Done: The Human Side of Project Management
July 15, 2008 No comments yet
Project management is defined as the art and science of getting work done with the active co-operation of individuals and organisations who are directly or indirectly involved with the project. This includes Senior Management, Project Sponsors(s), Customers, End-users, Stakeholders, Team Members, Sub-contractors, Vendors and Consultants. Given the reality of minimal authority and total responsibility for the outcome of the project, the Project Manager’s biggest challenge consists of “Getting Work Done.”
The Problem with IT Project Management
July 14, 2008 No comments yet
One of the most challenging aspects of Enterprise Architecture (EA), and Service-Oriented Architecture (SOA) in particular, is that rather than address a discrete problem or set of problems in the enterprise, it attempts to address a range of interconnected and perplexing issues that have long troubled IT. Specifically, SOA approaches to EA address long-term issues of integration in environments of continued heterogeneity, application development in the face of continuous change, governance, management, and quality in environments of continuous complexity, increasing reuse and reducing redundancy across multiple IT initiatives, and organisational and methodology approaches that favour iteration over monolithic, waterfall-style approaches to development.
Understanding Change in a Quality Culture
July 10, 2008 No comments yet
In any improvement process, managing the influence of change and the anti-change culture that will continually try to raise its head will be one of the most ardent tasks. Learn to deal with this as effectively as you do the project management itself. There are many well-written books on the subject of change in every category of change that you could imagine.
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PROJEQUIP is a Project Management firm. PROJEQUIP manages and coordinates the various Project Development Phases, using the state-of-the-art management techniques to achieve its set goals. PROJEQUIP?s scope comprises cost, time, quality, risk, information and procurement management. PROJEQUIP helps you meet critical goals that impact your bottom line. For example, we've compressed project timelines by as much as 50%; streamlined operations to generate millions of dollars in cost savings; and salvaged strategic alliances on the brink of collapse. In addition all other fields in the projects management
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