ProjectManagement.com

17 September 2019

IT Project Management for project managers
  • Organizational Agility Through Human Agility
    Organizational change is first mental, then we can change strategy and start doing things differently. So, business transformation is about changing minds and then actions. Yet, what do we really know about changing minds?
  • The Scope Document: The Eyes and Ears of Project Management
    The key role of a project manager is to guide the evolution of a project through a structured framework. There are reliable tools available to build structure and bring certainty to managing the initial stages of project planning. One such vital tool is the scope document.
  • Career Development: A Strategic Human Resource Challenge
    Many organizations have already begun to experience difficulty recruiting and retaining resources for their projects and programs. However, when you add the extreme shortage of resources for new and emerging technologies, the problem becomes much worse-and we should all be deeply concerned.
  • Celebrating Failure...and Other PM Oddities
    New PMs often have a lot of questions they think are weird-questions that can be difficult to ask. In this article, the author reaches into his mailbag to explore a trio of questions raised by our readership on sticky situations faced by project managers.
  • The Limits of the Linear Approach to Schedule Variance
    In this article, schedule variance is modeled to show the comparison and relationship of actual project progress and the schedule baseline. The underlying linear model of the schedule performance index (SPI) is explained and visualized with the budget square chart. The limits of the linear SPI approach are shown, and then an improved non-linear visualization is explored.
  • 15 Tips for Productive Meetings
    As we continue to work remotely and with virtual teams, the number of meetings has increased tremendously. How can we have meetings that are not only productive, but also an efficient use of time? Here are 15 tips to help!
  • 4 Key Challenges in Product Development Projects...and How a PM Can Overcome Them
    Research and development has more pressure to deliver than any other business function. Using the consumer durable product industry as a base, this article will elaborate on four key challenges that R&D projects face-along with countermeasures that an R&D project manager can take.
  • Delivering Organizational Agility
    You can't decide to implement organizational agility on a piecemeal basis one project at a time. Instead, you must create an environment where project managers and their teams are empowered, skilled and confident to deliver success in a continuously evolving world. How do you do that?
  • How to Become a Legendary Project Manager
    You're a great project leader, but have you ever tried to go a step beyond to be a legendary project manager? One that can win commitment of stakeholders with just a few words and garner trust and support of the people working around you? Here are some tips...
  • Career Development in Overdrive
    We often think of career development in terms of how we develop as project managers. But it's just as important to focus on how we can help the people on the projects we manage.
  • Construction Industry Project Management Lessons Learned: Phase 4 - Execution
    Inspired by construction questions heard while managing tier 1 projects, in part 3 of his series the author explains contractor requirements for project execution, including workforce management, reporting, safety practices, change management and field activities. Each element is described along with humorous stories and lessons learned.
  • The Freelance PM Consultant: Expand Your Career with the Help of a Mentor
    A mentor is an often overlooked but important person for furthering a freelance PM consultant's career. But before you start looking for a mentor, ask yourself if you are ready to be a mentee.
  • The Human Side of Digital Transformation
    Nobody loses weight just by wearing workout clothes. In the same way, dressing an organization with new technologies is not enough to reach expected benefits. What is necessary to ensure lasting results with digital transformation? The key is in the human side.
  • Topic Teasers Vol. 126: Gone Phishing, Help Yourself
    Question: My latest corporate project is to set up a structured plan to protect the organization against hackers and phishers. I will be working with team members from information technology, training, human resources and procurement. I don't quite understand why this isn't solely an IT project, but I am happy to have a multi-departmental project as it is actually a promotion for me. The CEO is our product owner, so I have to make a good showing. The only problem is I don't know anything about hacking and phishing. Can you give me a quick immersion experience?
  • When It Comes to Sponsors, Silence Doesn't Make It Better
    There are situations where the constraints of a project are unrealistic-where the required work just can't be done in the allotted time with the team that you have been given. What do you do in that situation? Sponsors sometimes have unrealistic expectations. Deal with them.

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