allPM Newsletter Co-publisher, Judy Umlas

So, about a year ago I had the nerve to start my letter with this challenge: “I’m depressed and it’s your fault!” That was because I had not gotten a single response to the newsletter of the previous month, and due to the amount of energy it takes to get these newsletters together and to make it what we hope is high quality and extremely worthwhile, feedback feels like food – necessary for continuation. As a result of that communication, I swear I got what seemed like hundreds of communications from members around the world. I received promises to contribute articles, apologies for taking and not giving back, I got assurances that allPM Today and the allPM.com website in general were wonderful resources that were of great value to our community of project managers.

Why am I telling you this, you may be wondering? “Is she going to deliver another guilt trip on us?” you say with a sigh. Not exactly. But this personality defect of mine – of needing regular reinforcement and feedback (ask my husband – he will validate this, poor, wonderful guy) – may be creating a new form of newsletter/website communication. If you don’t talk to me, I don’t want to play! Now this past month, I got a couple of communications such as one from the person in charge of newsletters for her PMI chapter. She asked if the chapter could use our monthly crossword puzzles based on the PMBOK® Guide in their own newsletters every month. What a great idea, I thought and of course said not only “Yes!” but sent her 100 copies of our PM Poetry booklettes for her next chapter meeting. Now this latter part wouldn’t happen every time, but I like to reward communication. Even if it is negative, I value it and try to see to it that we continuously improve our services for you, our wonderful PM community members.

One member wrote that if I don’t get any feedback, that’s a good sign because it means that you out there don’t have anything bad to say about what we are doing. For me, that is death. Let us know who you are, what you are thinking, what allPM.com can do to make your jobs and lives easier and better. I have gotten to know quite a few of you personally, and that makes this game interesting and important. Our Co-Publisher Frank Saladis, PMP can’t do enough for our community and is always thinking of new and creative ideas. I told you last month that one member said we were the perfect Co-Publishing couple. I guess I have to agree, based on the PASSION we both feel about this honor we have. Anyway, enough said (ha! That’s a likely story…). But what this means is, PLEASE COMMUNICATE WITH US!!! Even if it’s a short “I loved the article on ___ and disagreed totally with the one on ___.” It's important. You know Frank and/or I will write back and I’ll make you tell me something about yourself, where you live, what you do, etc. but THAT MAKES THIS FUN!!! So another bottom line is that I think we are inventing a new form of communication with newsletter readers that is truly two-way. If we don’t get it, we get cranky. The bottom line (I think I said that already) is that we are PEOPLE above all. And we are a rapidly growing community of 25,000+ members living in more than 90 different countries and what a pleasure and honor it is to be able to communicate with one another. I wondered if I scared some of you off by naming people and their companies who had commented on this newsletter – remember the great food analogy that David Baldwin made regarding allPM Today? If not, here’s the link: (http://www.allpm.com/April2005.php). I just want to assure you that I personally called both people I named, and asked their permission to use their names and companies. I would never just publicize your communication without your permission. SO DON”T BE AFRAID TO WRITE!!!

One reader wrote last month that I don’t need to be a “table of contents” in my letter and tell you about every article we are running, so I am going to take that advice to heart and just give you some highlights. (Thank you, Robin Goldsmith of Go Pro Management!) So this month’s theme is “PM Checklists” by Tom Welch (aka “Template Tom”) who is one of our MVPs (Most Valuable Professionals). We have published more than 20 of Tom’s useful and worthwhile PM checklists and will be featuring one every day for a month. You can see them all at once, if you want to, by clicking on “Templates” from the home page. Thanks, Tom, for your unwavering support and contributions over the years. This month we also have the completion of two a very well-read article series by Max Wideman on the “The PMBOK® Guide, Third Edition -- Is More Really Better?”. We also have a PM Poem submitted by Ramasubramaniam V from Bangalore, India on – are you ready for this? – The PMBOK® Guide!!! What a lot of work that took, so please applaud him for his creativity and persistence (through the editing process). We also have a heck-of-a-lot-of-fun “Cost Conscious” crossword puzzle, by your creative Co-Publisher, Frank Saladis, PMP. Remember that he is creating one puzzle for each of the nine knowledge areas of the PMBOK® Guide. He also has a fascinating addition to his Positive Leadership in Project Management series, “Elongate your Dendrites.”

We are trying out a new feature this month, suggested by our very first designated allPM.com MVP. Harry Waldron is an allPM.com Forum “aficionado” and we are thrilled that he is. His posts are responsive, extremely helpful and full of great information (check them out). So he has suggested this as a new column, and we are trying it: Hot Topics of the Month from the allPM.com Forums. Each month, informative topics that Harry has chosen will be highlighted from these forums. The forums are educational and provide practical insight for issues Project Managers are involved with. Harry says, “Please visit often as the forums are a great source of continuing education and new ideas for Project Managers.” You can check out his choices in this new column, but don’t let that keep you from visiting the forums yourself.

And we are up to Dr. Kerzner’s PM Migraine #6, which is “The Scope Change Dilemma.” We have posted the remedies for Migraine #5, so please drop what you are doing and go vote now for the best one! And also submit your remedy to #6 – be a winner! Anyone who submits a remedy will receive a bottle of allPM.com Aspirin, Advil or Tylenol (your choice) and a PM Poetry booklette

Last bits of news: since we couldn’t convince the winner of our 20,000th member contest George Lee, who is based at IBM in China, to claim his prizes, we jumped on our 25,000th member, Rajeesh Batt of Mumbai, India and “made” him choose a PM book as a prize, even though there wasn’t an official contest. He selected “Project Management: A Systems Approach to Planning, Scheduling and Controlling 8th Edition" by Dr. Harold Kerzner and is planning to use it to help him become a PMP. Good luck, Rajeesh, and we hope you enjoy being a member of allPM.com as much as we enjoy having you as one! Let us know how you think we are doing and how we can help you in your career.

We are also inviting you to participate in a survey, Prescriptions for Healthy IT Software Development Projects, the results of which we think have importance to our industry. Please take 15 minutes to complete this – the authors, Varum Grover, Ph.D. and Russell Purvis, Ph.D., MBA, PMP have promised allPM.com members an exclusive article based on the results of the survey, which will have valuable information to help make your projects “healthy.” The authors will also select five people at random who participated in the survey, to receive copies of the excellent book by Eric Uyttewaal, PMP Dynamic Scheduling with Microsoft® Office Project 2003. Click here to participate: http://www.surveymonkey.com/s.asp?u=33382207757)

So enjoy all of this and more (Robin, are you sure I don’t have to mention each article? smile ), and above all, communicate with us. Let us know who and how you are. We are DEEPLY interested. Yours ‘til the next time, Judy (and oh, my email address, in case you forgot, is judy.umlas@allpm.com)!

Judy Umlas Co-publisher allPM.com
Judy.Umlas@allPM.com

From the Co-publisher's Desk- Frank P. Saladis, PMP

Checklists. We all have them and many of us can’t function without them. They keep us organized and prevent chaos from setting in. Sometimes they reduce stress and sometimes they actually create stress due to their length and complexity. Checklists are not new to us and are not exclusive to project management. There is the famous (or infamous) “honey do list,” the “pack for vacation check list,” the “going on a long trip check out the car list,” the holiday “get gifts for everyone list,” and many more. Most people will agree that check lists are beneficial.

In the project environment we have created templates that are basically sophisticated lists of things to do. If you read the PMBOK® Guide, you can actually view it as a very large, organized list of things to do to help you manage your projects. We create “what if lists,” review sheets, punch lists, audits, task lists, activity lists, tick sheets, contractor screening lists, project team member lists and so on. We even create lists that describe the key competencies of project managers so we can develop personal professional development programs.

Regardless of the type of project you are working on, someone, somewhere, is creating a list. So let’s capitalize on the value of list making. Here’s a list of things for you to do to help you manage your projects:

1. Join allPM.com and read the newsletter monthly
2. Send a note to Judy thanking her for her dedication to you, the reader ( she really is passionate about making all of you happy)
3. Respond to Dr. Kerzner’s migraines
4. Tell your associates about allPM.com and have them join
5. Write and article and submit it to Judy and Frank for a future edition of the newsletter
6. Complete the monthly allPM.com crossword puzzle
7. Write a poem about project management
8. Share your experiences in project management and your lessons learned through allPM.com
9. Read my monthly article on Positive Leadership in Project Management
10. Read the letters from the co-publishers. Judy really spends a lot of time and energy to make sure you “hear” the sincerity in her letter
11. Save each issue of the allPM.com newsletter and create your own personal reference library
12. Read Dr. Kerzner’s books. There are plenty of them.
13. Practice Dr. Kerzner’s 16 points of project management maturity
14. Read PMI’s PMNet magazine. Find out how Project professionals get the job done
15. Mentor other project managers, especially those who are new to the field
16. Have fun while you work on your project
17. Take care of your team. Recognize them often
18. Provide useful status reports to your sponsor in a timely fashion – avoid executive meddling
19. Take care of yourself. Rest, relax, exercise, reduce stress
20. Focus more on the positive side of project management
21. Go to our sponsors’ websites and check them out – show them your interest and enthusiasm because they help allPM.com do what it does so successfully!

allPM.com is your source for information about project management. It’s fun, informative, friendly, and free! So CHECK IT OUT

Frank P. Saladis, PMP
Frank.Saladis@allpm.com

April Poll Results

Does your organization have an active quality assurance process?

A) Yes, we always evaluate project performance 31.58 % (12)
B) Yes, we evaluate or performance from time to time 21.05 % (8)
C) We have post project reviews but don't evaluate 28.95 % (11)
D) We rarely, if ever evaluate project performance 18.42 % (7)

Total votes: 38

************

The May poll question is: What is the state of your organization’s PM methodology?

A) Total chaos, processes not defined
B) Processes defined, but inconsistently applied
C) Common processes are consistently applied
D) Processes are benchmarked, continuously improved, and audited

If you have not already done so, please stop by allPM.com and add your opinion today.

Theme of the Month: Effective Use of Checklists by Tom Welch, PMP (aka Template Tom).

Today you are a successful project manager if you survive the project, continue to learn and grow, and live to manage another day. Over the years, I have developed a series of templates to keep my projects organized, focused, and most importantly, moving forward. By moving forward, I am talking about "positive momentum.” In addition, I have used these templates to introduce project management to those making the transition from developer to project manager, as well as mentoring project staff to improve performance.

These checklists will help you provide leadership, expertise, and insight when managing the day-to-day activities since you have a ready reference brief covering various project management topics. These templates cover the full life cycle of a project, starting with the key template "Project Manager's Roadmap.” All you do is add context and project management understanding and maturity to the checklists to better focus your attention on the basic but critical aspects of successfully delivering a project.

Like commercial airline and military pilots, project managers perform many crucial tasks on a daily basis, so it is nice to have checklists to refer back to during a hectic day that keeps you and your project team focused. In short, that is why I created these checklists available in the Templates section of allPM.Com.

You can download these checklists from allPM’s Template page:

Accelerators That Work
Barometers, Bogeys & Metrics
Consultant's Methodology
Effective Meetings
ERP Execution Ready Reference
IT Decision Matrix
IT/IS Methodologies
Object-Oriented Development
Opportunity Matrix
Package Selection Essentials
Program Office Setup
Project Complexity Factors
Project Manager's Dashboard
Project Manager's Roadmap
Rescue/Recover Framework
Rollout Steps
Software Development Plan
Software Impact Matrix
Software Test
Stakeholder Analysis
Strategic IT Plan
Technology Business Plan
Test Strategy Matrix

© 2005 allPM.com

********************

Tom Welch is a project management practitioner and first-tier Fortune 500 and Big 4 alumnus. He delivers technology-based programs, products, and projects, end to end. In addition, he performs project rescue and recovery and mentoring activities. You can email Tom at PM4HIRE@Hotmail.Com. Tom is also an allPM.com MVP (Most Valuable Professional) due to his ongoing contributions to the PM community participating in allPM.com.

Project Management Poetry™, by Ramasubramaniam V, PMP

PMBOK® Guide - An Abstract,
(PMBOK - Project Management Body Of Knowledge)

Many projects are managed using processes ADHOC,
When a better approach would be to use the PMBOK
Nine knowledge areas and 5 processes create a framework
That helps your project and provides many a Perk!

Scope management defines boundaries, time management the schedule
And following this approach makes the plan very credible.

Cost management covers estimates and provides us with tools
Remember the PMBOK is a framework, not rules!
Quality management focuses on project success
To avoid costly errors and reduce the team's stress.

HR management ensures the effective use of the team
And supports Maslow's step we know as esteem!
Communications management is for timely information flow
It keeps the project team up to date and on the go.

Risk management helps to see opportunities and threats,
And helps us decide on the right kind of bets.
Procurement management helps to us to choose make or buy,
and the right type of contractor, one who won't make us cry!

The statement of work provides the detail we need,
To settle on a contract where both sides have agreed.
Outputs from the nine knowledge areas are integrated,
And formed into a plan where everything is coordinated.

Across process groups, everything is then managed
To make sure that the outcome is a product undamaged.
Initiating, planning, executing, and controlling
These processes keep the project plan and the team rolling.

Closeout will come when we have completed each phase,
And the customer and sponsor exclaim nothing but praise!

© 2005 allPM.com

********************

Ramasubramaniam V, is a PMI Certified Project Manager (PMP), managing the internal resourcing function at his infotech company in Bangalore, India. His focus is on improving the organization's resource utilization, leading to higher profitability and revenue per resource. He has been a project manager for five years. He has just recently discovered his skill in project management poetry writing, and plans to write more!

THE STRONGER PROJECT MANAGER WINS!
By David Brandon, PMP

Project Managers seem to always be managing conflict – with Vendors, Contractors, Project Directors, Resource Managers, Team Members, Budget Managers, and (hopefully not) Customers. How can the Project Manager negotiate with these people toward the best interest of the Project? I have found through my experience that The Stronger Project Manager Wins.

What do I mean by the Stronger Project Manager? The Stronger Project Manager is the individual that can defend his or her decisions better than his/her counterpart. The Stronger Project Manager is able to negotiate their position better than their counterpart. The Stronger Project Manager gets the resources. The Stronger Project Manager motivates team members better. So when we have two projects, which one has the better success of succeeding? The project with the Stronger Project Manager.

********************

David Brandon is a Project Manager at the Texas Health & Human Services Commission, Project Management Competency Center in Austin, Texas. He has over 13 years experience directing and managing multiple, simultaneous information technology projects for the State of Texas. He is PMI certified and holds the PMO Certificate of Added Qualification from PMI. He recently was designated an allPM.com MVP (Most Valuable Professional) for his ongoing contributions to the project management website with 25,000+ members in over 90 countries.

© 2005 allPM.com

Positive Leadership in Project Management – Elongate your Dendrites

By Frank P. Saladis PMP

What are dendrites? Good question. They are the branchlike parts of nerve cells within the brain that convey information. Highly educated people, curious learners, inventors, and creative people have been found through research to have significantly longer dendrites than those people who have not exercised their brains. As an example, Einstein’s brain, when examined showed the same pattern -- longer dendrites. He studied the universe, gave us the theory of relativity and asked lots of why questions. We can conclude from this research that the more you think about how to manage a problem from different perspectives, or the more time you spend learning, thinking of innovative ways to achieve objectives or just imagining new things, you are elongating your dendrites.

What does this mean to you as a project leader? From my perspective it means that you should position yourself to be in a continuous learning mode, always seeking more knowledge, better ways to complete tasks, or improving how team members work together. It means thinking creatively and encouraging others to do so. In other words, keep stretching those dendrites.

As Gary Fellers says in his book “Creativity for Leaders” that we should “practice intense observation.” This provides us with an opportunity to really see how things are and allow us to contemplate, or imagine, how things could be. Look at the environment around us, in our case, at the project environment. We should not only consider the project plan and where variances exist, we should observe our teams in action, noting where things are going well and where there is opportunity to improve. In addition, it’s important to look beyond the project environment and observe all aspects of the business you are in. Ultimately, the project you are working on will have an impact on the organizational strategic plan and/or the financial bottom line. (If your project is not, in some way, connected to strategic objectives you may want to take another look at why you are working on it).

********************

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.

Hot Topics of the Month from the allPM.com Forums, Selected by Harry Waldron

Each month, informative topics selected by Harry Waldron, allPM.com MVP (Most Valuable Professional), will be highlighted from these forums. The forums are educational and provide practical insight for issues Project Managers are involved with. Harry says, “Please visit often, as the forums are a great source of continuing education and new ideas for Project Managers.” You can check out his choices in this new column.

What is RUP? (Rational Unified Process)
http://www.allpm.com/index.php?name=PNphpBB2&file=viewtopic&t=207

PMO Responsibilities for Project Success or Failure
http://www.allpm.com/index.php?name=PNphpBB2&file=viewtopic&t=145

Any Users of Microsoft Project 2003 Enterprise?
http://www.allpm.com/index.php?name=PNphpBB2&file=viewtopic&t=178

Is publishing a Newspaper a Project?
http://www.allpm.com/index.php?name=PNphpBB2&file=viewtopic&t=114

General Outline of Project Management Methodology Steps
http://www.allpm.com/index.php?name=PNphpBB2&file=viewtopic&t=205

PMP Exam - Some Changes will occur in October 2005
http://www.allpm.com/index.php?name=PNphpBB2&file=viewtopic&t=94

********************

Harry Waldron, CPCU, CCP is employed as senior programmer/analyst for Fairfax IT Services. He is a regular contributor to the allPM.com forums and has been designated as an allPM.com MVP. He has 15 years of experience as an IT Project Manager plus 2 years as Microsoft Project Server Administrator. He has extenstive IT experience also and has been designated as a Microsoft MVP in Windows Security for the past two years.

Series: Why Do Executives Stay Awake at Night Worrying About Project Management? by Harold Kerzner, Ph.D.

In this 10-part series, Dr. Kerzner elaborates on the 10 PM migraine headaches that executives get from staying up all night worrying about project management. To read the original article with all 10 migraines, please click here: www.allpm.com/modules.php?op=modload&name=News&file=article&sid=1259

Each month Dr. Kerzner asks YOU for your remedies for the "migraine of the month." Once you read about it, please send your remedy to migrainecure@allpm.com .  The remedies that are submitted will be posted in the PM Migraine Forum on our website. You can then read them and vote for the remedy you like best. We will then publish the solution that receives the most votes in a subsequent issue of allPM Today! All people who submit remedies will receive a bottle of the allPM.com headache remedy of their choice: AllPM.com Advil, Aspirin or Tylenol plus a Project Management Poetry booklette.

The winner will receive a prize, which will be an autographed copy of one of Dr. Kerzner's best-selling books.

Vote for remedies submitted for Migraine #5!

Please click here to read and cast your vote for the best of the remedies: http://www.allpm.com/index.php?name=PNphpBB2&file=viewtopic&t=246

Migraine #6: The Scope Change Dilemma

For companies that require successful competitive bidding for survival, the pot of gold is often the amount of scope changes that occur after go-ahead. The original contract may be underbid in the hope that lucrative customer or contractor-generated scope changes will occur.

Over the years, project managers have been encouraged by their superiors to seek out any and all value-added scope changes to be funded by the customers. But these scope changes are now playing havoc with capacity planning activities and the assigning of critical resources needed for the scope changes and other projects. As companies mature in project management, the EPM systems become web-based. All individual project schedules are rolled up into a master schedule such that senior management can get a realistic picture of resources committed for the next 90 or 180 days. This allows a company to determine how much additional work it can undertake without over-taxing the existing labor base. And if a resource bottleneck is detected, then it should be relatively clear how many additional resources should be hired and in which functional groups.

As capacity planning converts from an art to science, the problems with obtaining qualified resources for unplanned scope changes grows. Maximization of profits on a particular project may not be in the best interest of the company, especially if the resources can be used more effectively elsewhere in the organization. Organizations today are understaffed, believing that it is better to have more work than people rather than more people than work. Executives must find a way to balance the need for added project resources, scope changes, portfolio selection of projects, and the strain on the working relationship between project and line managers.

For our readers:How do executives now convince project managers that scope changes are unnecessary and to forget profit maximization?

Please send your remedy for Migraine #6 to migrainecure@allpm.com . Anyone who submits a remedy will receive a bottle of allPM.com Aspirin, Advil or Tylenol (your choice) and a PM Poetry booklette!

********************

Harold Kerzner (M.S., Ph.D., Engineering and M.B.A) is Professor of Systems Management at Baldwin-Wallace College.  He is also Executive Director for Project Management for the International Institute for Learning and President of Project Management Associates, Inc., a project management consulting company based in Ohio.  Dr. Kerzner's expertise is in the areas of project management and strategic planning.  Dr. Kerzner has previously taught engineering at the University of Illinois and business administration at Utah State University.  He obtained his industrial experience at Thiokol Corporation where he held both program management and project engineering responsibilities on a variety of NASA, Air Force, Army, Navy and independent IR&D programs.

He has published or presented more than 250 engineering and business papers, and has 19 texts entitled:  Project Management: A Systems Approach to Planning, Scheduling and Controlling; Project Management for Bankers; Project Management Policy and Strategy: Cases and Situations; Project Management for Executives; Case Studies in Project Management; A Handbook for Proposal Preparation and Management; Project Management for the Small and Medium Sized Business; Operating Guidelines for Project Management; Strategic Planning; A Dictionary of Terms for Project Management; Team Management; An Introduction to Operations Research for Managerial Decisions; Investing in the Corporate Bond Market; A Practical Guide to Strategic Planning;  In Search of Excellence in Project Management; Applied Project Management: Best Practices in Implementation;  Strategic Planning for Project Management Using a Project Management Maturity Model, A Casebook in Project Management, and Advanced Project Management.

Risk Doctor Briefing: Understanding & Managing Risk Attitude, ©2005 Dr. David Hillson, PMP, FAPM

Introduction

Risk management is essential for business and project success, because it focuses on addressing uncertainties proactively in order to minimise threats, maximise opportunities, and optimise achievement of objectives. However, in practice risk management often fails to meet expectations, as demonstrated by repeated business and project failures. Foreseeable threats materialise into problems and crises, and achievable opportunities are missed leading to lost benefits. Clearly some essential ingredient is missing.

There is wide agreement that people are the most significant Critical Success Factor for effective management of risk. Risk management is undertaken by people, acting individually and in various groups, with a multitude of influences both explicit and covert. People adopt risk attitudes which affect every aspect of the risk process, even if they are unaware of it. Understanding and managing these attitudes would significantly increase risk management effectiveness – so what are they?

********************

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's website (www.risk-doctor.com)

PMBOK® Guide, Third Edition - Is more really better? A Review by R. Max Wideman - Part III

In Part 1 of this review we took a general look at the Institute's latest A Guide to the Project Management Body of Knowledge, Third Edition, highlighting the good points but also drawing attention to some serious Missed opportunities. In Part 2 of our review we looked at Sections I and II of the Guide in more detail, examining both What we liked and the Downside. In this Part 3 we take a similar look at Section III, The Project Management Knowledge Areas, the largest section of the Guide.

Section III - The Project Management Knowledge Areas

What we liked

In Chapter 4, subsection 4.5, we were pleased to see a somewhat greater focus on managing the work of actually creating the product of the project than was the case in the previous Guide.

Chapter 5, Project Scope Management, makes a sincere attempt to elaborate the distinction between "project scope" and "product scope", but subsequent text appears to confuse the two. So, as we mentioned under Missed opportunities and explain in the Downside below, it doesn't quite make the grade.

© 2005 allPM.com

********************

Max Wideman is a retired Canadian professional engineer and project manager with experience in systems, social and environmental projects, as well as design and engineering projects. He is a Fellow of the Project Management Institute, of which he is past president and chairman, and for whom he developed the 1987 version of the Project Management Body of Knowledge. He also enjoys Fellow status in the Institution of Civil Engineers (UK), the Engineering Institute of Canada, and the Canadian Society of Civil Engineering.

Max has lectured or presented papers in eleven countries and has contributed books, chapters, papers and articles on many project management topics. His latest book is A Management Framework for Project, Program and Portfolio Integration , Trafford , BC , 2004. Comprehensive coverage of project management theory and practice can be found on his web site at http://www.maxwideman.com

PM Crossword Connections™ - Having Fun While Learning the PMBOK® Guide: "Cost Conscious", by Frank Saladis, PMP

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

Across

1. Deviation
3. A deliverable is this
5. Where to run after a hit
6. Should be SMART
11. Can be positive or negative
12. They have special knowledge
14. Leads to acceptance
15. Founding member or authority to proceed
16. Uncontrolled change
17. Cornerstone of the plan
19. Worked out with care
20. Breaking it all down
22. Higher level or parent task
24. Breakdown by organization

Down

2. Give it a once over
4. Hazing or start up
7. What we plan to do
8. Tangible and verifiable
9. Limitations
10. Proceeding in steps
13. Obtained from a previous project
18. Provides financial resources
21. Sum of the work
23. To run into

© 2005 allPM.com

********************

Click here to view/print the crossword solution: http://www.allpm.com/Crosswords/May2005answers.htm