allPM Today April 2009, Issue 108, Frank P. Saladis, Editor

April 2009, Issue 108, Frank P. Saladis, Editor

In this Issue:

*allPM's Letter from the Editor, Frank P. Saladis, PMP

*allPM February/March Poll Results and New Poll Question

*Theme of the Month:
Project Management Maturity Model – An Overview
By Frank P. Saladis, PMP

*PM Methodology and Process Improvement
By George Pitagorsky, PMP

*Implementing a PMO with OPM3
By John Schlichter, CEO

*Transforming the Project Management Culture within the Ministry of Interior, Kingdom of Saudi Arabia
By Abdullah Tamimi, Assistant Planning Manager

*Qualitative Risk Management
By Amro Elakkad, PMP, M.Sc.

*Positive Leadership in Project Management –
The Leader and Conflict Management
By Frank P. Saladis, PMP

*Six Sigma Can Help Project Managers Improve Results
By Harry Rever, PMP – Director of Six Sigma, IIL

*Communications Toolbox™: The Curse of “The Way It’s Always Been Done&rdquo Transcending negativity to turn previous failures into current successes
By Laura B. Moore, PMP

*Risk Doctor: Keeping “Business–as–Usual” Risks out of the Project Risk Register
By Dr. David Hillson, PMP, FAPM

*PM Crossword Connections™: For Mature Minds — Elements of Maturity Models
By Frank P. Saladis, PMP

Past Issues- Archives

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From the Editor's Desk— Frank P. Saladis, PMP

There are several different maturity models that are being utilized within the business and project management communities. CMM (Capability Maturity Model) seems to be a model that many organizations are familiar with. The CMM model focuses on processes that will take an organization from an “ad hoc” or “for a specific need” type of approach for solving problems to a level of continuous improvement and refinement of established processes.

Read more >>

February/March Poll Results

In your organization, how often is your company’s strategic plan updated and/or reviewed?

a) Never - 10.74 %
b) Every 2 - 5 years - 27.27 %
c) Once a year - 44.63 %
d) Twice a year - 8.26 %
e) We haven’t developed one yet - 9.09 %

The April poll question is:

What is the benefit of using a PM methodology?

a) Efficiency
b) Organization Consistency
c) Increased Project Success
d) Convenience

If you have not already done so, please stop by allPM.com and add your opinion today.
Test your PM knowledge. allPM will be posting sample PMP test questions and answers daily. Don’t miss out - visit allPM today.

Theme of the Month: Project Management Maturity Model – An Overview
By Frank P. Saladis, PMP

Project Management Maturity has become a very popular topic among what are referred to as “project based organizations.” A project based organization is one in which the primary work and business objectives is associated with managing projects for clients or managing internal projects using some type of approved methodology and standard set of project management tools.

PM Methodology and Process Improvement
By George Pitagorsky, PMP

Introduction

Performance improvement is an objective of every organization. Every organization wants to continuously increase return on investment (ROI), minimize costs, get to market faster with better products and services, to increasingly satisfy customers, shareholders, regulators and employees.

Implementing a PMO with OPM3
By John Schlichter, CEO of OPM Experts LLC

Please note: the following is an excerpt that has been contributed to a book by Mark Perry entitled Business Driven PMOs: Practical Insights, Techniques and Case Examples for Ensuring Success, coming out soon via J. Ross Publishing.

Transforming the Project Management Culture within the Ministry of Interior, Kingdom of Saudi Arabia
By Abdullah Tamimi, Assistant Planning Manager

The Kingdom of Saudi Arabia (KSA) is the largest country of the Arabian Peninsula, and its stability, security, and tranquility is the responsibility of the Ministry of Interior (MOI), which is comprised of 30 main Sectors and Emirates.

Read more >>

Qualitative Risk Management
By Amro Elakkad, PMP, M.Sc.

Project risks are a fact of life that every project manager must deal with. “Project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on at least one project objective, such as time, cost, scope or quality," as defined by the Project Management Institute’s A Guide to the Project Management Body of Knowledge – Third Edition.

© 2009 allPM.com
© Microsoft® Corporation

Read more >>

Positive Leadership in Project Management –
Leading Through Difficult Times
By Frank P. Saladis, PMP

I think the most difficult time for a leader is during periods of uncertainty where the environmental factors, areas that can not be directly influenced by the leader, threaten the stability and confidence of the people within the organization. The truly effective leaders plan for the potential bad times while enjoying the achievements and steady progress of the teams they lead.

Six Sigma Can Help Project Managers Improve Results
By Harry Rever, PMP – Director of Six Sigma, IIL

If it was easy to improve business results, results would always improve. Obviously, this is not the case. Business leaders understand the power and usefulness of managing the improvement of key business results through projects and process improvement teams. That is why business leaders use project managers to address the toughest process improvement issues they face.

Communications Toolbox™: The Curse of “The Way It’s Always Been Done” Transcending negativity to turn previous failures into current successes
By Laura B. Moore, PMP

I often find that informal projects often lend insight into how to tighten the organization of formal projects, and that even the smallest of projects work the best when basic project management skills are applied.

This was recently highlighted for me again through my daughters’ school and approaches taken to events.

Risk Doctor: Keeping “Business–as–Usual” Risks out of the Project Risk Register
By Dr. David Hillson, PMP, FAPM

One frequent complaint about many project Risk Registers is that they are filled with “risks” that will be addressed in the normal course of events. For example, a software development company may be undertaking a project to produce a new system, with an integration step towards the end of the project.

PM Crossword Connections™: For Mature Minds — Elements of Maturity Models
By Frank P. Saladis, PMP

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

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