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How to Enhance Your Global Project Management Competencies

White Paper | April 17, 2015

Good global project managers develop their own competencies, and those of their team members. We can use technology to bridge distance, but also focus on the human aspects of culture, work habits, management style, English as a mandated language, communication, and uncertainty. Perform a self-assessment and assess your team members, then look for on-the-job and other improvement opportunities. A good way to learn more about how to overcome these challenges is to become involved in the international community.

Strategies to Close Skills Gaps: You and Your Organization

Article | April 09, 2015

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.

6 Things Project Managers Shouldn’t Do: #6 Ignore the Input of Their Team

Article | Oct. 07, 2014

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.

PM and BA Roles in Requirements and Project Communication

Article | April 18, 2014

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

Intersecting Project Management and Business Analysis

White Paper | April 15, 2014

Effective requirements collection at the outset of the project is the key step that will ensure that the project manager can deliver what is actually expected. In this respect, the business analyst must become a key ally and advisor to the project manager. Most project managers are not trained business analysts, so taking advantage of the skill set that a business analyst can offer can greatly enhance the possibility of project success.

Military Orders Process vs. Project Management Methodology, Part 2

Article | Sep. 10, 2013

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...

Military Orders Process vs. Project Management Methodology, Part 1

Article | Aug. 13, 2013

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.

A Unified Model for Describing a Project Plan

White Paper | June 05, 2013

This paper proposes a unifying model for project plans. A distinction will be made between the outputs of project planning and the project plan itself. The significance of this distinction is to allow projects of all types to be described at a high level, in a common language, regardless of the type of analysis used to develop the plan.

How To Improve Purchasing Performance By Categorizing Suppliers

Article | Feb. 20, 2013

As mentioned earlier, one of the most useful pieces of guidance that ITIL provides relates to the categorization of suppliers. ITIL describes four categories of suppliers:

The Business Process Analysis for a Project Manager

Article | Feb. 15, 2013

Enterprises, whether they are commercial, non-profit, or government entities, are operational organizations that operate through the execution of hundreds of processes. The quality of these processes affects every aspect of the enterprise and these processes are rarely static. Business Process Analysis (BPA) is the discipline of examining processes so that they may be changed to align with enterprise objectives.