Resource Library

Event management, although theoretically different, is fundamentally what most IT organizations refer to as “monitoring.” Monitoring an organization’s environment to determine whether important assets are in the state they should be, and knowing when that state changes, is a very important activity that many organizations spend significant portions of their budget doing.

In this blog series, we'll get you up to speed on using the key tools listed in the PMBOK® Guide, including Decision Tree Diagrams.

In this blog series, we'll get you up to speed on using the key tools listed in the PMBOK® Guide. First up, Work Breakdown Structure (WBS).

Young adults unable to find work, employers unable to fill jobs, a recent GAO study that reported substantial declines in telecommunication expertise — there has been a lot of news about the pervasiveness of skills gaps, their causes, the actual impacts and what to do about them. It’s rather confusing, because the term “skills gaps” has been hijacked to politicize an extremely wide range of issues.

In this series, we are looking at six things that can trip up project managers. We’ve covered the hazards of overcommitting, how to provide feedback, the importance of taking responsibility, staying focused, and what leading from the front can actually look like. Finally, we’ll take a look at handling team input.

Most organizations quickly realize that knowledge management must be integrated with incident management in order to improve the quality of service and the efficiency of providing assisted service. What is not as quickly recognized is the value of integrating knowledge management with problem management.

Communication is vital within projects and contributes significantly to project success. PMs and BAs have important—and different—roles. Let's take a look.

UFFA, which stands for “Use it, Flag it or Fix it, Add it,” is the responsibility of every support professional in the knowledge management process. It comes from the Knowledge-Centered Support (KCS) methodology where knowledge management is based on collaboration and a shared ownership of the knowledge base. Let’s break it down.

Now that we have looked at the similarities and differences between the first two steps of the military decision-making process (MDMP) and the project management processes from the planning process group that align with them, it’s time to take a look at the third ste...

For a project manager (PM) who has served as a military officer on a battalion or higher staff, the parallels between the military decision-making process (MDMP), the orders production process, and project management doctrine prescribed by the Project Management Institute (PMI) are difficult to ignore. Both the MDMP and the processes outlined in A Guide to the Project Management Body of Knowledge—Fifth Edition (PMBOK® Guide) are iterative in nature, allow for the introduction of changes to the original plan, assign tasks and responsibilities, and involve the concept of managing the scope of the operation or project.