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Project Management Articles
This Section contains articles on Project Management.
Toward a
Meaningful Definition of Project Management: Stops On a Journey Forward
- by Mark E. Mullaly, PMP (June 04, 2003)
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The rumblings continue from our last
installment in this series, in which our author pondered over the definition
of project management. That new definition is yet to come. In the meantime,
let's continue to look at the challenge of defining what project management
is, and how someone knows that they are doing it. Can it even be defined? |
Defining
Project Management: Just What Are We Talking About Here?
- by Mark E. Mullaly, PMP (April 09, 2003)
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Part of the problem project managers
have today is that they still don't understand what a project is. For some
initiatives, the tools of project management will apply, be relevant and add
value. For others, project management is the managerial equivalent of
hunting flies with an elephant gun. But if we can't agree on what a project
is, then how do we know if we are managing one or not? |
The
Accidental Project Manager: Coming In From the Cold
- by Mark E. Mullaly, PMP (March 05, 2003)
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The sad reality is that many project
managers have no clear appreciation or understanding that project management
is what they actually do. We need better methods of helping the accidental
project managers out there to come in from the cold, and realize that
project management really does offer a better way of "getting stuff done." |
After
Certification Comes Reality: Where Do We Go From Here?
- by Mark E. Mullaly, PMP (January 08, 2003)
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We know what we should be doing, and
we know why we should be doing it, yet we don't actually do it that way.
HUH?! While we may amply demonstrate in our certification exam the knowledge
we possess of proper skills and techniques, our actual performance varies
significantly. Why? |
Buyer
Beware: A Consumer's Guide to PM Certification
- by Mark E. Mullaly, PMP (November 20, 2002)
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While the PMP is a validation of
knowledge and experience, it is not a demonstration of competency. The PMP
designation itself is not an indication of how well someone manages
projects, simply a demonstration that they have a standardized level of
knowledge and have worked in the PM field for a period of time. "Alright,"
you ask, "do you have something better in mind, Mr. Smarty Pants?" This
month's column explores alternative certifications. What are your choices as
consumers, and what value do these choices deliver? |
Training
For PM Certification: The Good, The Bad & The Highly Questionable
- by Mark E. Mullaly, PMP (October 16, 2002)
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Never before have so many PMP exam
preparation courses, guides, tools, techniques and tactics been available.
Exam preparation has become an entire sub-genre of training, and a
profitable one at that. The flurry of advertising clearly demonstrates that
there is a demand for help in preparing for the certification exam, but how
much of it actually works? Does the hype meet the expectations? What does it
really take to pass the exam successfully? |
PM
Certification Redux: An Immodest Response
- by Mark E. Mullaly, PMP (September 03, 2002)
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Sheesh...state a few opinions, and
people start talking. Time to do it again. In this month's installment in
our PMP series, the author takes an even closer look at certification. What
do you think? |
A Modest
Proposal: Redefining Project Management Certification
- by Mark E. Mullaly, PMP (August 07, 2002)
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The PMP--a valuable program in
demonstrating theoretical knowledge--should be the starting point, not the
finish line. The next step in certification must be the demonstration of
competence. How can a certification program work that truly meshes
knowledge, competency and skill? |
Developing
Project Managers Into Organizational Leaders
- by Mark E. Mullaly, PMP (May 08, 2002)
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Effective project managers are made,
not born. If you want to benefit from exceptional project management
abilities, you need to radically re-think your approach to developing
project managers. |
For Want Of
An Idea, A Project Is Lost
- by Mark E. Mullaly, PMP (February 13, 2002)
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If you really want to succeed, you
need to establish a stronger method of idea generation and evaluation. Learn
how to smash down the barriers that are keeping that next great project idea
hidden. |
The Perils
of Project Initiation
- by Mark E. Mullaly, PMP (January 16, 2002)
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The first step is always the hardest.
But by changing how you think about the project initiation process, you can
assure your project's success--and that you don't fall flat on your face. |
SOARing
Along With the D.C. Government
- by Craig Prindle and Stephen Wagner (October 06,
2000) |
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Notorious for less-than-ideal
government efficiency, the District of Columbia turned to PM consultants to
put its financial management system in order. The solution and
implementation was a SOARing success. |
Surviving a
Consulting Nightmare
- by Joe Pena (October 04, 2000) |
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There are many factors that can make a
seemingly good project go bad. You know that tools, processes, expertise and
management all play an important role, but don't forget about team
dynamics--that, too, can make or break the success of your project. |
Outsourcing
in the State of Confusion
- by Paula Weber (September 18, 2000)
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Reaching out to become part of the
latest trend can stretch a company to the breaking point. That's what
happened to Hank Byrne's organization when they tried to grab the brass ring
in PM consulting services. |
Are You
Certifiable?
- by Deborah Stadtler Francine Meidhof (August 21,
2000) |
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It seems that everyone in IT is
getting certified for one thing or another. Organizations such as PMI offer
certification programs and universities have tailored graduate programs for
very specific facets of the industry. Even big corporations like Microsoft
and CA offer training courses and certification programs on their own
software. But does certification really help further your career? As far as
we've come, we're taking a step back to face the old issue of Education vs.
Experience. And in the end. . . which is more important? |
Sidetracked
and Nearly Derailed
- by Paula Weber (August 02, 2000)
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It's hard to stay on track when you're
overloaded with project information. Stick with a solid project plan and
document your results as you chug alongor else risk getting run out of town
on a rail. |
Money Talks
- by Francine Meidhof (July 31, 2000)
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It's a taboo topic, something you
learned not to discuss with your friends or co-workers and something that
can be a major deciding factor in what kind of career path you take. It's
your salary, and we're going to talk about it. |
Tower of
Babble
- by Paula Weber (July 26, 2000) |
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Implementing a new telemanagement and
accounting system in a large company is stressful enough. Doing so
simultaneously in five countries, four languages and three time zones is
enough to drive any project manager crazyor into the arms of another project
manager! |
Setting a
Course for Disaster
- by Paula Weber (July 12, 2000) |
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Any agreement can run into hazards,
and if you don't iron out a solid contract before you start a project, you
could easily drive yourself--and your business--into rough territory.
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The Digital
Branch of Government
- by Francine Meidhof (July 10, 2000)
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If the U.S. government is going to
keep up with the rest of country, it's going to have to take the
cyber-plunge into the world of e-business. In the private sector, digital
business is catching fire--it's time for the government to start catching
up. |
The Old
College Try
- by Paula Weber (June 26, 2000) |
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When Oscar Bartlett, project manager
and graduate of Big Midwestern State University (BMSU), got a chance to
implement a telecommunications management system at his alma mater, he got
more than a passing grade. Here's a textbook case of successful project
management. |
General
Failure, Major Disaster, Private Sorrow
- by Paula Weber (June 21, 2000) |
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Remember those $800 toilet seats and
$1,400 screwdrivers that made American taxpayers hate the Pentagon? Here's
another horror story to make you clutch your wallet tightly. Several years
ago, the U.S. government spent millions on a telecommunications software
system to manage its worldwide secure communications for all branches of its
military. While the big brass was committed to implementing the software,
military and civilian bureaucrats stonewalled the project to death. Read
about one project managerand disgusted taxpayercaught in the implementation
stalemate. |
Labor
Included, But Delivery Extra
- by Paula Weber (June 14, 2000) |
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There's no denying that project
managers work hard, travel often and keep long hours. Even with those kinds
of demands, it's not unusual to go further still. Anything to get the job
done. Manual labor is sometimes part of the job--but maternal labor is
another story altogether. |
Stop the
Plane, I Want to Get Off!
- by Paula Weber (June 07, 2000) |
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Sure, his airline job offers plenty of
upward mobility, but altitude isn't everything. He's paid well, appreciated
by management and gets to see the world on the company dime. How can a
project manager who travels hundreds of thousands of miles a year feel like
he's standing still? |
Dim Lights,
Big Pity
- by Paula Weber (June 01, 2000) |
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A major project could have been a big
jolt to her career, but Kyla Watt felt less than empowered by her Low Energy
gig. Sparks fly and projects fizzle out when both the client and the
consulting group are totally out of controlsometimes you have to know when
to pull the plug. |
True
Confessions
- by Francine Meidhof (May 23, 2000)
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We didn't have a hidden camera in a
taxi, but gantthead did take to the streets, the trade show streets that is,
to talk to Real Project Managers about the ups and downs and ins and outs of
their jobs. |
Caught in
the Act
- by Jody Urquhart (January 02, 2002)
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Are your team members doing a good
job? Be careful how you say thank you. Here's how to acknowledge people
without turning them off. |
Performance
Reviews: Your Chance to Shine
- by Paul Harder (December 12, 2001)
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Performance reviews--a task that has
to be performed--often fill managers with dread. It's time to change that
perspective and view these events as opportunities to keep employees
motivated and contributing to the team--and the company. |
Stress Less
in Meetings
- by Donna Boyette (August 08, 2001)
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Pooch pals? Swedish rubbing? Deep
breathing? No, this isn't some wacky foreign film. It's some crucial tips
for reducing your stress level before, during and after your next project
meeting. |
Too Much
Information
- by Amber Nelson (June 13, 2001)
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When it comes to data, project
management is full of it. But not everyone needs to know everything. There
is such a thing as too much information. Reduce information overload by
learning who needs to know what. |
Reality
Project Management: Mastering the Skills for Survival
- by Joe Wynne (May 21, 2001) |
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Skeletal Tina wins Survivor II and
shows us what people really value in the game of project management. What
would happen to you at the end of your project if participants and
stakeholders were to vote on your abilities? |
A Novel
Approach
- by Paul Harder (May 07, 2001) |
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Characters, conflict, climax and
resolution--it's not a novel, it's your project. Take a page from the
writers' handbook and learn how you can be the Stephen King of project
management--popular, prolific and profitable. |
If All the
World's a Stage I Want Better Management
- by Mark E. Mullaly, PMP (April 23, 2001)
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When the curtain goes up on your
project, how will the audience and critics react? Go behind the curtain to
see how theater has made on-time project management into an art
form--literally. |
New People -
New Set of Rules
- by Joe Wynne (April 02, 2001) |
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When organizational change strikes, it
can make you feel like you're stuck in the outback fighting for
survival. Take it from the tribe members, pull together, align yourself, but
still watch your back. It works for them. |
Keep
Dreaming
- by Donna Boyette (March 26, 2001)
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If you think gathering project
requirements is easy, wake up and smell the coffee. Figuring out what your
client really needs can be a nightmare, but with the right tools and
know-how, you could make your client's dreams come true. |
Jump In
- by Fernando Zandona (March 12, 2001)
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When that project makes you want to
jump out of the nearest window, maybe you should consider it (although we
recommend using a parachute.) Skydiving is a lot like navigating a
successful project. The best way to handle both is with your eyes and your
mind open. You may be surprised by what you learn and how it can help on
future projects. |
A Survivor's
Guide to Reality PM
- by Joe Wynne (February 14, 2001)
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Welcome to the place where you are
isolated and forced to get along with scheming backstabbers who have odd
personalities and their own secret agendas. A description of CBS' realilty
TV show Survivor, the Australian Outback? No, it's a description of
your workplace. |
Duck, Here
Comes Your First Project
- by Donna Boyette (January 29, 2001)
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Would you ride a slow train on a fast
track with a porter in the engineer's seat? Neither would I. But when your
paycheck depends on it, that's another story. My first project might have
derailed, but I got on board anyway. |
Channeling the Resume Flood with Applicant Tracking Systems
- by Paul A. Gilster (January 08, 2001)
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The labor shortage and an overwhelming
number of electronic resumes are driving the growth of applicant tracking
systems (ATS). Read about the latest tools to aid electronic recruiting.
Requires registration. |
Best
Supporting Action: Consulting
- by Paula Weber (December 26, 2000)
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In Hollywood, awards, accolades and
recognition are given to the best supporting actors. In real life,
supporting players get less than their due. Consultants should remember, all
roles are worth money, and the role of advisor is particularly valuable. No
matter who you are, you can't afford to work for free. |
All Aboard!
- by Paula Weber (October 18, 2000)
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If your project seems overbooked, with
dueling stakeholders and mixed directions, getting everyone on board can
make all the difference. Involvement of all parties in a project keeps
things rolling, but being a project loner can mean a lonely ride.
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My Name Is
Not Claire Voyant!
- by Paula Weber (May 17, 2000) |
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Jayne Sharp quickly discovered that
her job description as project team member was missing an important and
unspoken qualification: psychic ability to read management's mind. |
Smells Like
Team Spirit
- by Francine Meidhof (May 15, 2000)
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Building a team takes more than a walk
in the woods. Before you head for the hills on some teambuilding
"adventure," think about what you can do right in your backyard--something
that doesn't involve risking life and limb. Get creative about teambuilding
and see how strong your next project team can be. |
Program
Manager Cleared for Take-Off
- by Paula Weber (May 10, 2000) |
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When Tom Morris agreed to be the new
program manager for Up, Up & Away Airlines, he had no idea just how hard it
would be to get his customer care project off the ground. |
A Method to
Madness
- by Francine Meidhof (May 04, 2000)
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Getting project requirements from of
your clients can be like pulling teeth. Best practices and methodologies can
be your best friend, provided you use them correctly. |
Caveat
Contractor
- by Erin DeCaprio (April 26, 2000)
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From time to time, subcontractors come
in handy--to fill out your team or to fulfill contract requirements. But,
beware: A bad subcontractor can do way more harm than good. |
Project
Manager or Indentured Servant?
- by Paula Weber (April 21, 2000)
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Abraham Lincoln did away with slavery
in the United States in 1863, so why are some project managers all but sold
at auction? Here's one woman's story of a year in virtual chains and the
lessons that have set her free at last. |
Cleaning Up
After Elephants
- by Francine Meidhof (April 09, 2000)
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When you're running off with the
circus that is project management, don't be surprised if you get stuck
sweeping up someone else's sawdust--or worse. |
Project Triage
pdf (450KB)
or text (27KB)
Leadership
pdf (314KB)
or text
(23KB)
Procurement and Contractor Management
pdf (354KB)
or text
(27KB)
Performance Measures
pdf (325KB)
or text
(22KB)
IT Project Capability
pdf (288KB)
or text
(7KB)
IT Project Tools
pdf
(272KB) or
text (7KB)
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