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In this Issue:
*allPM's Letter from the Editor, Frank P. Saladis, PMP
*allPM November Poll Results and New Poll Question
*Theme of the Month: The Business of Managing Projects
Managing the Stakeholder – The Negative Kind as well as the Supportive Kind
By George Bridges, PMP
*Outsourcing against Smart Sourcing
By Amr Elshekh, PMP
*Values Driven Conflict Management
By George Pitagorsky, PMP
*What Project Managers Need to Know About Sharing a Vision
By Bill Richardson, PMP
*Positive Leadership in Project Management - The Art of Managing Expectations
By Frank P. Saladis, PMP
*Managing to Make Things Better or Managing to Make Things Worse? You make the call!
By Harry Rever, PMP – Director of Six Sigma, IIL
*Lean Agile PM: Applying Agile and Lean Practices to Managing Projects
By Steve Blais, PMP
*¿Temor a lo desconocido, amenazando las costumbres o simple resistencia al cambio?
Por Ing. Andrés Cuevas, PMP
*Risk Doctor: Universal Laws of Risk Management
By Dr. David Hillson, PMP, FAPM
*PM Crossword Connections™: Mind Your Business
By Frank P. Saladis, PMP
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| Theme of the Month: The Business of Managing Projects |
From the Editor's Desk— Frank P. Saladis, PMP
The start of a new year typically brings forth a mixed bag of issues for business managers, project managers and executives. For most businesses, the beginning of a new year starts with a look back at the previous year to determine what objectives were achieved, what lessons were learned, and what could have been done differently. Successes are celebrated, problems are analyzed, and people receive their performance appraisals.
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Managing the Stakeholder – The Negative Kind as well as the Supportive Kind
By George Bridges, PMP
For more than fifty years, project management has been in use but perhaps not on a world-wide basis. What differentiated companies in the early years was whether or not they used project management, not how well they used it. Today, almost every company uses project management and the differentiation is whether they are simply good at project management or whether they truly excel at project management.
© 2010 allPM.com
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Outsourcing against Smart Sourcing
By Amr Elshekh, PMP
Recently I was assigned as a PM (Project Manager) for an outsourced software development project for my organization, this project went through lots of issues and finished with a medium success but ironically you can learn more from less successful project than highly successful ones.
© 2010 allPM.com
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Values Driven Conflict Management
By George Pitagorsky, PMP
This article was originally published for the Breakthrough Newsletter.
"You have a choice. You can promote and support adversarial advocacy, politics and division or collaboration, synergy, exploration and excellence."1
© 2010 allPM.com
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What Project Managers Need to Know About Sharing a Vision
By Bill Richardson, PMP
A popular biblical quote essentially says where there is no vision, the people perish. It is widely used in management and leadership material to help reinforce the message that a vision is a powerful tool for focusing and engaging people in business.
© 2010 allPM.com
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Positive Leadership in Project Management - The Art of Managing Expectations
By Frank P. Saladis, PMP
I have been writing articles about “Positive Leadership in Project Management” for several years. The reason for choosing this particular title as the main theme for each article is directly connected to my belief that project managers, when assigned to a project, are assuming a position of leadership regardless of project size.
© 2010 allPM.com
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Managing to Make Things Better or Managing to Make Things Worse? You make the call!
By Harry Rever, PMP – Director of Six Sigma, IIL
A typical “business leader”, Bob, talks to a Six Sigma Black Belt, Will, about poor results” on the big monthly dashboard.
Bob: These key performance indicators (KPI) are unacceptable! Heads will roll.
Will: Why do you say they’re unacceptable Bob?
© 2010 allPM.com
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Lean Agile PM: Applying Agile and Lean Practices to Managing Projects
By Steve Blais, PMP
Accommodating change in the software development process is the nemesis of all development projects. The generally accepted practice in linear methodologies to accommodate change is to freeze the accumulated requirements at a specific point in time. Change is not prevented nor are new requirements prohibited.
© 2010 allPM.com
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¿Temor a lo desconocido, amenazando las costumbres o simple resistencia al cambio?
Por Ing. Andrés Cuevas, PMP
Dentro de las organizaciones existen sistemas complejos donde la interacción o relaciones de los grupos de trabajo se pueden dar con base en una serie de factores que probablemente son imposibles de comprender en su totalidad, lo que dificulta su estudio y su análisis; pero lo que sí nos queda muy claro es el hecho de que estas interacciones marcan la forma y el rumbo en el que las organizaciones llevan a cabo sus actividades productivas, políticas y hasta sociales, en resumen estas interacciones definen a las organizaciones.
© 2010 allPM.com
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Risk Doctor: Universal Laws of Risk Management
By Dr. David Hillson, PMP, FAPM
The term “risk management” covers many different types of risk, including strategic risk, financial risk, reputational risk, operational risk, project risk, environmental risk, legal risk, contract risk, or technical risk, as well as corporate governance, business continuity and disaster recovery.
© 2010 Risk Doctor Limited
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PM Crossword Connections™: Mind Your Business
By Frank P. Saladis, PMP
(Click here or the image above for a crossword in a new window.)
© 2010 allPM.com
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