*allPM March Poll Results

*Project Management & Six Sigma: Use Six Sigma Methods for Better Project Results By Harry Rever - ASQ Certified Six Sigma Black Belt and Quality Manager

*Why Does a Project Need a Project Manager and a Business Analyst by Barbara Carkenord

*Project Management Poetry™: Dream Team by Dr. J. Davidson Frame

*Opportunity Management Means Scope Creep? by Dr David Hillson PMP FAPM

*Managing and Working with Diverse Teams by Chad Lewis

*Positive Leadership in Project Management Series: Oyakudashi by Frank P. Saladis PMP

*PM Crossword Connections™ - Tool Time : Tools and Techniques Found in the PMBOK® Guide by Frank Saladis, PMP

*ZenPM™ Tip of the Week #2 Serve Someone! by George Pitagorsky, PMP

Past Issues- Archives

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There is a song by Pete Seeger that everyone over the age of 40 (oops, I guess that means I am included) in America is likely to know. For those of you in the other 89 or so countries our members come from, I would like to share some of the words with you. The song is called “Turn! Turn! Turn!” and it is about change. I am writing these words to you because I need to say them to myself and tell myself that what I am about to tell you is about an opportunity, that it is timely, that it is about growing, and that it makes sense for all of us...even though it will make me a little sad, too. So first, here are some of the words to that beautiful song:

Turn! Turn! Turn!

To Everything (Turn, Turn, Turn)
There is a season (Turn, Turn, Turn)
And a time for every purpose, under heaven

A time to be born, a time to die
A time to plant, a time to reap
A time to kill, a time to heal
A time to laugh, a time to weep

- Pete Seeger, The Byrds, “Turn! Turn! Turn!” (words adapted from
The Bible, book of Ecclesiastes)

This song so beautifully and philosophically represents the nature and naturalness of change, and change is what is in front of us at allPM.com now. The process started when we at IIL first looked at allPM.com back in 2002, when it literally had a “for sale” sign on its home page. The founder, Michael Lines, had “birthed” it and was getting tired of doing it all on his own. IIL expressed interest in acquiring the Web portal, and went out to meet him in Colorado to “kick the tires.” We felt it had tremendous possibility, even though it was teeny - it was just a toddler. At that time, it had a mere 4000 members. Today, less than four years later, we have close to 33,000 of you and are growing every day. If you do a Google search for “project manager,” we come up #2, and for “project management” we are usually #4 or #5. So a lot has happened, and a lot can still happen.

And that is why I am telling you today that I am moving on (but still keeping a very special role at allPM.com at the same time), and making way for the next team that will take allPM.com from its current teenage state that we have brought it to, to its adulthood, with the intent of never letting it lose its youthfulness and vitality. When I took on the role of Publisher in 2002, it was with the understanding it was to be a short stint of six months to a year, as part of my role as a “builder” at IIL. Instead, I fell in love with the community and with you - each and every one of you that I have encountered. I have reveled in the dialogue, the feedback, the challenges, the opportunities, the creativity. And now (Turn! Turn! Turn!) it is time for me to move on to undertake another exciting challenge, heading up a new business unit in the project management arena, still in the vibrant environment of intelligence, integrity and innovation of allPM.com's parent company, International Institute for Learning.

Now here's the interesting and intriguing part: While I won't be responsible anymore for putting together and gathering content from all over the globe for our newsletter and website (the new venture will take a lot of my time), I will continue to play a significant role at allPM.com as a regular columnist and correspondent with you on the items most near and dear to my heart in our community: seeking ways to reach the “who you are” in your personal and professional lives while making your jobs easier, more successful, and more fun.

I am open to your ideas as to what to call this column. It is being developed as we “speak.” And please remember that what I have adored and will continue to adore as we move forward at allPM.com is the dialogue - WITH YOU!!! Nothing is more important to me in this whole worthwhile venture/adventure. So, let me do a little bit of “Judy” on you and offer a prize to the reader/member who comes up with the best name for my new column. The prize could be either an autographed copy of the new ninth edition of Dr. Kerzner's book, Project Management, A Systems Approach to Planning, Scheduling, and Controlling, an autographed copy of my about-to-be-published book which you will hear about shortly, or a dinner and Broadway show with Frank Saladis and me... or all three! Of course you will have to get to New York City on your own to collect that last prize. Send your column titles to me at judy.umlas@allpm.com.

So the allPM.com team is expanding now, and will be headed up by Bill Sand, a very different but still (like me) a rather “quirky” kind of guy. He is a very talented writer, gets to the heart of things much more quickly than I do, and will have a somewhat different take on things than I have had. But I will bet that he will do a phenomenal job, bringing things to you in half the space and, with all of the power. Bill is an ex-journalist and senior manager in corporate communications. His business experience includes AT&T Technologies and Big 4 accounting firms, where he built and managed a popular intranet for 50,000 U.S. professionals, among other things. He has been IIL’s director of corporate communications for a year. I wish him well on this exciting journey and I will certainly be there to advise, chastise, and congratulate. So I will certainly remain a visible part of as well as a caring “parent” of allPM.com and I want to continue hearing from you, just the way we have communicated in the past. If you ignore me, you know the consequences... columns that start with admonitions like, “I'm depressed and it's your fault” (I wrote that when I didn't get any feedback whatsoever on a newsletter). I hope to hear from you in response to my new column, or at any time.

And a lot of important things will remain the same. Frank Saladis, PMP, my co-publisher, will continue in all of his current roles contributing his wisdom, energy, creativity, wonderful articles, and fun PM crossword puzzles. Much of allPM's success comes from Frank and his wonderful qualities!!!

So let me tell you what we have PACKED into this last official newsletter that I will be responsible for - something I am both sad and relieved about. It is soooooooo much work, but worth every ounce of energy and resourcefulness, so have fun, Bill! I know you will. Our theme of the month is Preventing, Recovering, and Managing Troubled Projects, with the lead article on this subject plus the tips of the day by Bob Barnes, PhD and PMP. It is so crammed with information that you will feel as if you are taking a course in the subject. In fact, IIL has just launched a course on this hot topic which Bob will be teaching, and you get to be the beneficiaries of his great knowledge and experience.

In our Communication Toolbox column by Laura B. Moore, PMP we have a high-impact article, Never Underestimate the Power of Sincere Gratitude. It is a wonderful eye-opener with some great, easy to implement advice. I “resonate” deeply to Laura's wise words, as I have just finished writing a book called The Power of Acknowlegment: Using it to Light Up, Energize and Awaken Everyone Around You! which is being published by IIL Publishing, New York in about two months. I guess gratitude and acknowledgement are in the air, which is a good thing for all of us. I am grateful for that!

For those of you who are already using Six Sigma methods in your projects, or for those of you who are curious about how they might help you, we have a worthwhile article by Six Sigma Black Belt Harry Rever, Project Management and Six Sigma: Use Six Sigma Methods for Better Results.

We are pleased to have a very important article, Why Does a Project Need a Project Manager and a Business Analyst - Similarities, differences and how they work together. The article is by Barbara Carkenord, President of B2T Training. If you have had any confusion on this timely subject, it will be cleared up when you read this!

Now here's a real coup for allPM.com. We have discovered a gifted closet PM Poet among the gurus of Project Management. And now we get to share with all of you the delightful poem, Dream Team by J. Davidson Frame!!! It is charming, and David's poem will also be in the Project Management Poetry book that will be published soon. It's not too late to submit your PM Poems - so let the muse visit you and send 'em to us! And thank you, David, for honoring us with your poetic contribution to our profession. What fun!

We have another “risky” article by Risk Doctor David Hillson, and I must congratulate him for expanding his translations of his articles from Chinese, Japanese, French, German and Spanish, to now include Portuguese. This is wonderful for our global PM community, and we thank you for doing this, David.

And speaking of global, Chad Lewis has another article in his fascinating series, this one called Managing and Working with Diverse Teams. He tells us in clear and simple terms what can make these global teams really work!

Our very own Frank Saladis, PMP has another in his series, Positive Leadership in Project Management, this one on “Oyakudachi,” or walking in the customer's shoes. I'm sure you will enjoy and benefit from it. He has another in his crossword puzzle series as well, this one called Tool Time: Tools and Techniques from the PMBOK® Guide which those PM puzzlers among you will certainly love.

So, my dear friends and colleagues - I want to thank each one of you personally and from the bottom of my heart for the opportunity you have given me to find ways to contribute to our global community that I never dreamed possible. Could I ever have envisioned our publication putting two long-lost PM pals from Nigeria back together? Or discovering that people had gotten new resources for their projects due to allPM.com articles they had left on their bosses' desks? Or seeing the help that you give each other on our forums? It has been a great honor to participate with you, and I have grown tremendously from this opportunity. I wish you every success in your personal and professional lives. You are amazing!

I particularly want to thank and acknowledge our MVPs (Most Valuable Professionals) who have made such huge and ongoing contributions to our community: Harry Waldron, Gerald Leech, Tom Welch, David Brandon, Ginger Levin, Bernard Ertl, and Daniel Kuperman. Thank you thank you thank you for all that you have done and will continue to do!

I also want to thank every single one of you who has contributed articles, poems, stories, and puzzles to this amazing community: from haikus to White Papers, we have deeply appreciated everything we have published of yours.

I want to thank those of you who took the time out of your incredibly, insanely busy days to communicate with me and give me feedback over the years regarding how we were doing. You can't imagine how big a contribution that was, and how much it helped us grow and continuously improve. And you knew that I lived for that feedback and communication - and got cranky when I didn't get it. You made all the hard work seem worthwhile.

And Frank Saladis, my Co-Publisher - you have been a gem to work with. Thanks for all of your never-ending, well-researched supply of articles and puzzles and who knows what will be next?

I also want to thank Dr. Harold Kerzner, guru and grandfather of project management, for his wonderful contributions - from puzzles to articles that kept our readers going for months. In our early days, you gave us credibility, excitement, and valuable “star power.” I hope you will continue to contribute to allPM.com, Dr. Kerzner.

My gratitude and appreciation to our sponsors, and in particular to our lead and longest running sponsor, PMI®. We have all greatly valued this organization's support and hope that allPM.com continues to successfully deliver the targeted members and visitors that are wanted and needed. We urge all of our members and visitors to support PMI.

Lastly, I want to thank E. LaVerne Johnson, CEO and President of IIL, with whom I have worked for 14 exciting and challenging years. LaVerne, I will publicly admit that you know my strengths and deepest interests better than I have known them myself. You said I would love doing this, even though at the beginning I tried to wiggle (i.e. high-tail it) out of the huge responsibility for building this community. Thank you for seeing the great opportunity that it was to be for me, and hopefully for the people I have tried to serve.

So I usually close my (way too long) letters by saying “Until the next time...” Today I will say it slightly differently: “Until we meet again...” And we will.

Troubled project or troubled project manager, which comes first? Maybe it's a little of both. Our focus this month is on managing projects in trouble, preventing a project from getting into too much trouble, and recovering from a project that may have turned bad. Ideally, we want our projects to stay out of trouble. The best way to do that, of course, is to plan in advance. Unfortunately, even the best planned projects sometimes go off course. As Bob Barnes, PhD, PE, PMP states in this issue's feature article, project management is basically simple, but at the same time, it is also difficult. It is simple due to the fact that a planned methodology will facilitate a successful project completion, and difficult in that it requires strength, perseverance, knowledge, and preparation to go the distance.

The three factors to consider in the ongoing quest to achieve successful project completion are: Prevention - keeping bad things from happening whenever possible, Recovery - having a plan to get back on track if something goes wrong, and Team effort - it takes the entire team, working together to achieve success. As Dr. Barnes says, management is a team sport and that goes for project management also. A loosely connected team that does not support its own members can not expect to meet their objectives. Without an internal support structure that sustains the team and keeps it working together, a “team” should only expect to see marginally acceptable performance and that's the best case scenario.

Projects don't usually get into trouble by themselves. The human factor is a major contributor to project problems and failures. A “good enough” attitude among project team members will often result in errors, lower quality, conflict, and rework. The project manager must set expectations early in the project, and continually revisit those expectations as work is performed. The reason - the playing field keeps changing and the team has to adapt to those changes. Resetting expectations as the project plan or the project scope changes, and using innovative leadership is part of the project manager's job. You don't see high-performing teams in trouble very often, and if they do get into trouble they work together to find a solution.

Managing to keep a project from becoming troubled and recovering a project takes leadership. It also requires an understanding that project stakeholders, especially the customer, like to make changes and they expect you to respond to their wishes. Managing change effectively, knowing when to say “no” and how to say “no” are all skills and techniques required to manage the seemingly never-ending stream of potential “project troubles.”

Another key factor in preventing project troubles from overtaking the team is the need to manage trade-offs. Projects are filled with demands and customers can be very inflexible, but the hard, cold fact of managing projects is that trade-offs will be required. There are few exceptions. An interesting method for a team to manage project troubles is before actually planning the project, ask the team to imagine the project has failed and then to ask them why it failed. This may seem unusual, but it is actually a form of prevention and risk management. The team imagines what can go wrong and then they build preventive measures into the project.

Dr. Barnes' article is a must read for project managers at any level. The insights, suggestions, and tools provided will assist in managing those troublesome project areas and keep the project team focused on success.

allPM.com also keeps you focused on success by providing you with innovative ideas, fresh perspectives, and expert commentary. Our monthly dose of project management knowledge is a prescription for keeping trouble out of your projects while increasing your chances for a positive and rewarding project experience.

Which of the following financial skills in project management do you need to develop most?

a) Project selection - 28.69 % (35)
b) Project cost management - 59.02 % (72)
c) Mid-course evaluation - 7.38 % (9)
d) Post implementation - 4.92 % (6)

Total votes: 122

The March poll question is:
From your experience, who is most likely to first identify the signs of potential problems:

a) Project team members
b) Users dissatisfied with the finished product
c) Senior managers
d) Project manager

Project management is basically simple. Depending upon one's point of view it consists of Five Process Groups or 3 or more phases in a Life Cycle or 9 Knowledge Areas or perhaps even 44 processes. Unfortunately it is also difficult. It is simple in the way a marathon is basically simple: one starts at the beginning, runs along a well-defined path, and stops at the end. And it is difficult the way a marathon is difficult: requiring knowledge, skills, judgment, experience, patience, perseverance and perhaps, most important of all, preparation. Neither marathons nor projects should be undertaken lightly and certainly not by the uninformed.

© 2006 allPM.com

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B. D. Barnes, PhD, PMP, PE, a senior instructor for International Institute for Learning (IIL), provides consulting and training services to a broad range of international high technology industries, from automotive to medical devices to pharmaceuticals.  He is the author and/or contributor to some of IIL’s most successful workshops and has just created a new course, “Preventing, Recovering, and Managing Troubled Projects.” With extensive executive, hands-on experience, and training in business, forensics and failure analysis, he uses his unique experiences and insight by providing coaching, consulting, and mentoring to executives using projects to ensure the success of their organizations.   He is a Certified Project Management Professional holding quality certifications from Motorola University, the Juran Institute, and ASQ.

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Communications Toolbox Column: Never Underestimate the Power of Sincere Gratitude by Laura B. Moore, PMP

I have a fundamental belief that you can learn something from everyone, and from every situation. I had a chance to test that recently.

It was a weeknight, and the day at work had been insane. All I wanted to do was go home, be with my family, and nurse the ensuing migraine that was building. But that was not going to happen. That night was an award ceremony for a group in which my oldest daughter participated. Nothing could keep me from going to that. At the start of the ceremony, the leader gave out thank you awards to the parents. She mentioned each parent and how they contributed, some with doing great things, some by always being there for the little things, and then she got to me. She said “and thank you to Laura - our treasurer.” “That's it?” I thought. “Your treasurer?” What about all the times I was there for the leader when no one else was? When I listened to her when the other parents were upsetting her? When I even offered my project management skills to help with the fundraiser? I was already in a bad mood, and that just made it worse. I felt completely under-appreciated and I must admit, fell onto the pity train for a short time, thinking to myself that I was done trying to help out and being there. But the pity train stopped after a good night's sleep and that's where you come in.

© 2006 allPM.com

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Laura Moore (PMP, M.A. Social Psychology) has an eclectic background that includes not only project management, but clinical research and social work as well. Currently, she works as a Senior Project Manager in the telecommunications industry and does, what her team calls "guerilla project management", that is, taking urgent, high impacting issues and resolving them within a matter of days. Laura lives in California with her husband Lorin, and their two amazing daughters Lily Faye and Layla Blue.

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Project Management & Six Sigma: Use Six Sigma Methods for Better Project Results By Harry Rever - ASQ Certified Six Sigma Black Belt and Quality Manager

Let me ask you a question right from the start. What is the ultimate purpose of a project?  Think about it for a minute. Why does some business leader, some organization, want you to work on a project? It’s simple really. Your efforts on any project you are managing should result in some kind of improvement for the business: reduced costs, increased sales, better productivity, less errors, reduced cycle time. The list goes on and on.  You and your teams are doing a lot of work so an important aspect of the business gets better. Yet, so often, teams fail to realize improvement is their purpose. They get lost in the minutia and documentation of project management: scope documents, meeting minutes, action item lists, jeopardy logs, and meeting due dates. Or worse, teams often boast of tremendous improvement through such flimsy analysis that they risk losing total credibility with their clients, thus jeopardizing the hard work of the team. People simply miss the big picture: add value. The point is, if you, as a project manager, cannot effectively relate how what your team is doing results in some kind of business improvement, well, you are not doing a complete job as a project manager. More importantly, you could easily be viewed as not adding value to the organization. Is the perception of not adding value a risk you are willing to take in this time of uncertainty?  

© 2006 allPM.com

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Harry Rever is a Six Sigma Black Belt for a Fortune 50 communications firm.   He earned bachelors degrees in Marketing and Management from Texas Tech University in Lubbock, TX and an MBA from St. Edward’s University in Austin, TX.  He earned ASQ certifications as a Six Sigma Black Belt and Certified Quality Manager and is also certified as a Quality Consultant.  Mr. Rever teaches one and two day process improvement courses on how to improve results using the Six Sigma DMAIC methodology.

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Why Does a Project Need a Project Manager and a Business Analyst by Barbara Carkenord

The best way to guarantee success of any type of project is
to have a strong, experienced Project Manager and a strong,
experienced Business Analyst. These two individuals, working together from the beginning of the project, set the stage for success by accurately planning and clearly defining the expected outcomes. Both roles are necessary because they are each responsible for a different set of tasks and they each possess a set of skills that complement each other. The two roles are closely tied, but exactly what are the similarities and differences, and why does a project need both? In many organizations, one individual is being asked to play both roles. This article discusses the importance of assigning different individuals to each role to ensure project success.

© 2006 allPM.com

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Barbara Carkenord is the President of B2T Training and has been involved with business analysis for more than 20 years. Barbara began her career in the Information Technology area as a programmer, systems analyst, business analyst, and project manager. She has spoken at industry conferences and written white papers on business analysis. She possesses detailed knowledge and experience in many structured approaches and methodologies. She developed most of the B2T Training course materials, in conjunction with its training staff. The course materials she develops bring together proven techniques with real-world experience. Barbara's areas of expertise include business analysis, high-level design, quality assurance, and project management. Her experience covers many industries including insurance, banking, and manufacturing. Barbara earned her MBA from the University of Michigan and her BA (Professional Management) from Albion College. She conducts formal and informal training sessions, consistently receiving excellent student evaluations.

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Project Management Poetry™: Dream Team by Dr. J. Davidson Frame

My projects are a breeze for me
because my team is great
They always meet the specs and costs
They never finish late

Just take a look at who I've got
and spill your jealous tears
They make sure projects are done right
my grunts and engineers

When Sue Smith goes from A to B
she does not walk, but runs
When John is given tasks to do
he always gets them done

When tests are needed,
Bob is there and gives thumbs up or down
When code is due, Yang cranks it out
with smiles - he does not frown

And Singh has got a golden tongue
that makes clients smile when leaks are sprung
and when what’s done becomes undone
gets them to think, “Why this is fun!”

With such a team my life's a breeze
They do their jobs with grace and ease
My boss and clients say: “We're pleased”
as I sip tea by date palm trees.

© 2006 allPM.com

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J. Davidson Frame is Academic Dean at the University of Management and Technology, where he teaches courses on project management. He taught at George Washington University for nineteen years, where he served as Chairman of the Management Science Department. Over the years, he has been actively involved with the Project Management Institute (PMI), where he was Director of Certification for six years and Director of Education Services for two years. He sat on PMI's international Board of Directors for three years. He is a PMI Fellow. He is author of eight project management books and more than thirty scholarly articles. David has a deep interest in poetry, having written more than 500 poems himself. Recently, he has been having fun writing project management doggerel. To date, he has written some twenty poems focusing on the plight of project managers and project teams.

 

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Opportunity Management Means Scope Creep? by Dr David Hillson PMP FAPM

Available in multiple Languages!* Read this article in: English Chinese French German Portuguese Spanish *Requires Adobe Acrobat Reader

For many people the idea of using the risk process to identify and manage
opportunities is new, since their focus has previously been on dealing with threats. As a result, people are sometimes unsure where to find opportunities. A common concern is
that proactively seeking opportunities may result in scope creep, as a result
of looking for extra unplanned benefits in addition to those already defined in the agreed scope. Pursuing these optional extras might distract attention and effort from the original objectives, and could even be counter-productive.

© 2006 allPM.com

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Dr. David Hillson (PMP, FAPM, FIRM, MCMI) is an international risk management consultant, and Director of Risk Doctor & Partners ( www.risk-doctor.com ). His speciality is risk technology transfer, assisting organisations to develop in-house risk processes, and he is a popular conference speaker and author on risk, winning several awards for his papers. He is recognised internationally as a leading thinker and practitioner in risk management, and his recent emphasis has been the inclusion of proactive opportunity management within the risk process, which is the topic of his latest book "Effective Opportunity Management Exploiting Positive Risk", published in 2003 by Dekker of New York.

David is an active member of the global Project Management Institute (PMI) and was a founder member of its Risk Management Specific Interest Group. He received the 2002 PMI Distinguished Contribution Award for his work in developing risk management over many years. He is a Fellow of the UK Association for Project Management (APM) and a Fellow of the UK Institute of Risk Management (IRM), as well as being a member of the Chartered Management Institute.

To provide feedback on this Briefing Note, or for more details on how to develop effective risk management, contact the Risk Doctor (info@risk-doctor.com), or visit the Risk Doctor website (www.risk-doctor.com).

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Managing and Working with Diverse Teams by Chad Lewis

One of the catch phrases in business today is “out of the box thinking.” Today more and more project teams are comprised of people from different backgrounds, who will often bring “out of the box thinking” with fresh ideas and new approaches to Project Management. These modern, diverse teams have a better chance of creating unique solutions and out-performing homogenous teams.

© 2006 allPM.com

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Chad Lewis is an engineer with a graduate degree in Intercultural Relations (cultural anthropology). He lectures on Intercultural Communications, Cultural Adaptation and Cross-Cultural Team Building in Boston. He has traveled extensively and has worked in the United States, Italy, Austria and Japan. He also leads the cross-cultural work for the Boston chapter of Engineers without Borders.

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Positive Leadership in Project Management Series: Oyakudashi by Frank P. Saladis PMP

I often look for ideas about leadership by reading and reviewing articles in magazines, newsletters, and other publications. Sometimes the connection of a subject to leadership is not always readily apparent and requires a little creativity. In other cases, the connection seems to be completely clear and (I hate to use the phrase) “it's a no-brainer.” An article I read recently by Kathleen Carr entitled “A New World Order” about the vision of the CEO of Tokyo based Ricoh Co., a technology company, made such a connection. Oyakudachi means “walking in the customer's shoes.” Most organizational leaders will agree that the success of their organization is directly tied to customer satisfaction and meeting customer needs. Unhappy customers seek other suppliers and if the customer base erodes too greatly, the result could be devastating to a company. To truly understand the customer, it is important to see things from their perspective. Many organizations call this being “customer driven.” Obtaining customer input, analyzing their needs, and then providing products and services that are easy to use, meet functionality requirements, are acceptably priced, and reliable are key success criteria and should be emphasized throughout any organization.

© 2006 allPM.com

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Frank P. Saladis (PMP) is Senior Consultant with International Institute for Learning, Inc. He has been involved in the development of standardized Project Management Guidelines (PMGs) for the AT&T Corporate Information Technology Services (Corporate ITS) organization and is the author of the Project Evaluation Review Process (PERP). He is the President of the NYC PMI Chapter.

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PM Crossword Connections™ called Tool Time : Tools and Techniques Found in the PMBOK® Guide by Frank Saladis, PMP

Tool Time : Tools and Techniques Found in the PMBOK® Guide

(Click here or the image above for a larger, printable crossword in a new window. )

Across

2 Recognition and _______
6 Earned value
9 Enhances competencies
12 To break it down
14 Prevents scope creep
15 Acceptance with no action
19 Looking for minimum requirements
20 Strengths, weaknesses, opportunities, and ________
22 Obtaining services from outside
23 Adjust, revise, or change what you were going to do
26 Formal or informal feedback
27 Pre-developed form
28 Shows how system elements interrelate
29 Detailed examination

Down

1 Cause and effect or influence
3 Eliminate a threat
4 Guideline
5 Review of results
7 Information system (abbrv.)
8 Shift ownership of a negative threat
10 Inter-related activities bringing about a result
11 A way of doing something
13 Generating ideas openly
16 Deviation from the plan
17 Ishikawa diagram
18 Offers and counter-offers
21 80/20 principle
24 Has special knowledge
25 Technique using anonymous experts

© 2006 allPM.com

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Click here to view/print the crossword solution: http://www.allpm.com/Crosswords/March2006answers.htm

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ZenPM™ Tip of the Week #2 Serve Someone! by George Pitagorsky, PMP Serve someone. Serve everyone.  That is the secret of wise leadership. There is a difference between a leader who serves and one who just leads. “The difference manifests itself in the care taken by the servant - first to make sure that other people’s highest priority needs are being served.” Such a leader asks if “those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?” [1]When the motivation is to serve, posturing, politics, and self-serving gains are replaced by useful effective action. [1] Servant Leadership by Robert Greenleaf. © 2006 allPM.com ******************** George Pitagorsky, (PMP) , is Senior Enterprise Solutions Advisor for International Institute for Learning (IIL). He is an expert in project management, and process improvement and facilitator. George authored IIL's Project Management Basics™ , a multimedia interactive browser based course, and has authored or directed development of all of IIL's core PM courses. He has written numerous articles on Project Management, organizational development, conflict resolution and personal development subjects. George is the author of IIL's IT Project Management System, a multimedia product, and co-creator and director of IIL's The Unified Project Management Methodology (UPMM™), Web PM knowledge tool. He is a meditation teacher with over thirty years of experience in Yoga and meditation practice and co-creator of both the Conscious Living and Working Wisely workshops.