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Project Management Blog
Friday, 04 January 2008 07:49

Executive Actions For Project Success

"I wish that my boss could have taken this course." "This is not the way we do project management where I work." These and similar remarks are increasingly being made at the conclusion of much of today's project management training. Indeed, as I write and speak to increasing numbers of project management practitioners at PMI conferences, and as I reflect upon the feedback provided by the thousands of employees who completed project management training and certification at the CIA where I was Director of that program, I see a gap between what increasingly better educated and skilled project managers need for success, and what they are getting from their organizations and their executives. Lets call this the executive gap. Leaders in the project management training industry that I have spoken to about this have offered confirmation for this executive gap; and not just here in the United States, but industry and world-wide. This paper is a shortened version of work that I have been passionately writing and speaking about recently. For more detail you are referred to the reference list at the end of this paper, to the proceedings of recent PMI Global Congresses[1] and to the February 2006 issue of PM Network Magazine.

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Tuesday, 21 August 2007 15:51

Point 14 - Deming in Project Management

Total Participation Starting From the Top

This point speaks to the need for
(1) commitment from top management and
(2) commitment from everyone else in the organization.
Quality is everyone’s job, and if any implementation is not total, it will not fulfill its full potential. 

In project management, I see this point alluding to executive formation and support of a company-wide Project Management Office. That PMO must be the central source of all project management knowledge, under continuous development by the practitioners of project management. Lessons learned and any potential improvements to the project management methodology used by all PM’s in the company should be evaluated, tested, and implemented as a positive change.

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Thursday, 25 January 2007 21:20

Project Human Resources

The Project Human Resource Management questions on the PMP® certification exam focus heavily on organizational structures, roles and responsibilities of the project manager, team building, and conflict resolution. The Project Human Resource Management processes include the following:

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Thursday, 25 January 2007 18:28

Scope Control

The most prominent tool applied with scope change control is the Integrated Change Control System. Because changes are likely to happen within any project, there must be order to process, document, and manage the changes.

This system may include:

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