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 Topic: ALLPM AnnouncementThe new items published under this topic are as follows.
Announcements: Free License Renewal Fee on Project Management Methodology |
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Published on Friday, February 20, 2009 - 03:59 PM |
For a limited time, the International Institute for Learning, Inc. is offering free license renewal for the first year with the purchase of Unified Project Management® Methodology (UPMM™) Standard Edition. UPMM is a practical and scaled guide to project management, which includes step-by-step PM processes, guidelines, templates, and best practice examples. Quote promotion code RNW. For more info on UPMM click here: www.iil.com/pm/upmm.
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Announcements: IIL Launches UPMMâ„¢ Suite of Knowledge Management Software Tools |
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Published on Tuesday, September 30, 2008 - 02:48 PM |
Unified Project Management® Methodology Solutions Now Available for Individuals and Small Groups
New York, NY, September 24, 2008 – In an effort to address the increased business demands of small and mid-sized organizations, International Institute for Learning, Inc. (IIL), recently announced that it has expanded its customizable UPMM™ knowledge management solution to a suite of tools that now includes solutions for small groups and single-users.
For the full story, visit: http://www.iil.com/news/2008_09_24.pdf..
For more information, please don't hesitate to contact me at 212-515-5106.
Warm regards,
Laurie
Laurie Juliano • Director of Communications • International Institute for Learning, Inc.
110 East 59th Street • New York, NY • 10022-1380
office 847.516.0960 • fax 847.516.0966 • mobile 917.238.2355
laurie.juliano@iil.com
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Announcements: IIL Caribbean and Latin American Project Management Summit 2008 |
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Published on Tuesday, July 08, 2008 - 09:26 PM |
About the Summit
This summit is an invaluable opportunity for senior-level executives to examine and create dialogue with the region’s top business and government leaders on the role project management will play as a discipline and strategic business tool in the 21st century.
Keynote Speaker
Dr. Harold Kerzner - Project Management - The Key to Business Leadership in the 21st Century
About
Dr. Harold Kerzner (Ph.D., MS, Engineering and MBA) is Senior Executive Director with International Institute for Learning, Inc.. He is an expert in the areas of project management and strategic planning and is the author of best-selling project management textbooks: Project Management: A Systems Approach to Planning, Scheduling, and Controlling (now in its ninth edition), In Search of Excellence in Project Management, Applied Project Management and Strategic Planning for Project Management Using a Project Management Maturity Model.
Topics and speakers include:
Project Management Integration
Dr. Harold Kerzner, Senior Executive Director, IIL
Project Management guru and best-selling author, Dr. Harold Kerzner, speaks on Project Management - The Key to Business Leadership in the 21st Century
Project Management Resource Management
Judith W. Umlas, Publisher, IIL Publishing, Sr. VP of Learning Innovations, IIL and Author of Power of Acknowledgment
Author Judith W. Umlas addresses The Key to Managing People in Projects – The Power of Acknowledgment
Project Management Resource Management
John Winter, Vice President of Global Learning Solutions, IIL
John Winter will cover Developing Project Management Curriculum for Today’s Business Needs
Project Scope Management
George Bridges, Trainer and Senior Consultant, IIL
George Bridges shares his expertise on The Growing Need for Business Analysis within the Project Management Framework
Project Quality Management
Harry Rever, Director of Six Sigma, IIL
Harry Rever speaks on Why Six Sigma Works
Project Time Management
Rodolfo Ambriz, Managing Director, IIL Mexico
Rodolfo Ambriz provides insights on Increasing Project Productivity - The Real Power of Microsoft® Office Project
Who Should Attend
Executives who are responsible for strategy execution as well as vice presidents, directors and managers responsible for project management, program management, portfolio management and performance management practices.
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Notice: RationalPlan Multi Project a project management software v3.4.0 released |
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Published on Friday, May 16, 2008 - 05:33 PM |
Stand By Soft has released RationalPlan Multi Project, a strong project management software application developed to assist project managers in creating plans, tracking progress, allocating resources, managing budgets and analyzing workload. Whether your application is in the area of construction, engineering, services&consulting, software development or a simple student project, RationalPlan can help you to complete your project on time and within budget.
RationalPlan is designed as an affordable alternative to Microsoft Project with some extra-features like multiproject management and it is covering project management area from WBS construction, project planning and scheduling to critical path management, over allocated resources detection, progress tracking, cost estimation, etc. Gantt chart support as well as various time line reports are also provided. It offers you the most important capabilities of a good project management software while being able to operate on various platforms starting with Windows, Mac, Linux and all other Java enabled platforms.
Key reasons for using RationalPlan:
· provides a clean way to break down your project, build schedules, allocate resources, and manage budgets
· manage your company's projects as a multiproject tree structure and share resources between them
· a step by step project guide walks you through the project management process so you can lay down a project plan immediately
· get resources and finances under control (realistic cost estimates mechanisms, screening cash-flow time distribution for tasks and resources)
· "what if" scenarios capability via multiple undo/redo levels allow to make changes and safely get back
· track project evolution in terms of completion, time and costs
· brings project's critical issues to your attention (over allocated resources, critical paths with configurable slack from which activities become critical)
Here is a list with all the important changes of this version:
· Added the possibility to import projects from Microsoft Project
· Added the possibility to create work driven tasks (keep the amount of work on a task) besides the duration driven tasks
· Allow users to set a deadline date for tasks
· Created an online tutorial for the application
· Added details for projects in Project Portfolio View
· Bug fixes
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Announcements: 2009-2010 allPM.com Editorial Calendar |
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Published on Monday, March 31, 2008 - 09:09 PM |
Invitation from your Publisher Frank P. Saladis, PMP to Submit Articles for Consideration!
| Month |
Theme |
Discription |
| April 2009 |
PROJECT MANAGEMENT MATURITY MODELS - Achieving organizational success through progressive project management maturity. |
Project management maturity may be interpreted as a continuous movement forward to higher levels of efficiency and improved levels of project performance. As the global economy changes and becomes more challenging, organizations are stepping up efforts to improve their ability to control costs, sustain their positions in their industries and meet the demands of greater world wide competition. This month allPM examines project management maturity models including PMI's OPM3® the Project Management Maturity Model - PMMM and other models that have been adopted by organizations to improve overall enterprise performance through project management. |
| May 2009 |
PROJECT MANAGEMENT AND THE GLOBAL ECONOMY - Utilizing B11project management techniques, methodologies, and best practices to sustain organizational ability and remain competitive in a challenging global economy. |
The downturn in the global economy has resulted in extreme changes within many organizations and a need to examine current processes and methods for managing business. Project management methodologies are receiving renewed attention in an effort to identify opportunities for greater efficiency, ROI, reduced risk, and to sustain organizational performance and client satisfaction. This issue of allPM examines the opportunities and advantages associated with a strong, management supported project management process. Today, project management goes well beyond the familiar "Triple Constraint" - On Time, Within Budget, and according to scope and specifications. Project management is now linked with strategic planning, quality, greater risk preparedness, cost reduction, and increased productivity. The economy has forced many organizations to take extreme measures to ensure their survival and project management is a key enabler in the quest to maintain organizational brand recognition, continue to generate revenue, and to sustain the confidence of their customers and employees. This month allPM focuses on the impact of effective and well defined project management methods on business performance and also on the need for businesses to encourage innovation and continuous improvement in all areas of the business. |
| June/July 2009 |
THE REAL IMPACT OF PROJECT MANAGEMENT TRAINING - How project management training affects organizational performance, teamwork, the ability to achieve organizational objectives and the positioning of an organization in the business environment |
Organizations spend millions of dollars annually to train their employees. Training is associated with new technologies, improved or updated processes, leadership, and conflict management, influencing people, risk management and many others. Project management encompasses many of these targeted areas. A closer look at project management will also reveal that project management is also associated with many of the functions described as "general management techniques" such as finance, procurement, and resource management. This month allPM addresses the value of project management training, the immediate and residual effects of training, and the relationship between project management training and organizational performance. We also provide suggestions for determining training requirements and assessing training programs |
| August 2009 |
PROJECT MANAGEMENT AND ORGANIZATIONAL CULTURE - Influencing organizational culture to overcome resistance and realize the value and benefits of project management in the global business environment. |
Organizational culture and the subcultures with an organization often create challenges and obstacles to the development of enterprise wide project management practices and standards. Depending on the organization's actual managerial structure, the internal cultures that have evolved over time, and the managerial styles of an organization, project management may be resisted or given only minimal support. A well organized, but continually improving and flexible approach to managing projects can yield significant benefits within an organization. This issue of allPM addresses the struggle between creating an enterprise project management methodology and the culture or cultures within an organization that may resist the introduction of a formal project management process and set of tools and standards. |
| September 2009 |
RE-TOOLING YOUR PROJECT MANAGEMENT CAREER - The changes in the economy, the focus on green energy, the changes in the global climate and the changes in the workforce population require project managers to review their skills and develop a strategy for self development to remain competitive while adding true value to an organization |
Today's practicing project manager is encountering many new challenges that have emerged as a direct result of the world wide economic condition. "What got you here won't get you there", from the book by Marshall Goldsmith and Mark Reiter, is a message that project managers must continually review their skills, assess their competencies, and develop a plan for personal improvement to remain indispensible to an organization. Skills for managing virtual teams, multiple suppliers, and working in a global environment are required to keep up with today's business demands and client expectations. This issue directly addresses the need for a project manager to examine his or her current skills and create a plan for continuous personal skill development and improvement. |
| October 2009 |
THE HUMAN SIDE OF PROJECT MANAGEMENT |
Understanding emotional intelligence, leadership styles, motivation, influencing techniques and managerial style and how project teams are affected as a unit and as individuals. A detailed look at the "soft" skills of project management |
| November 2009 |
THE FUTURE OF PROJECT MANAGEMENT |
Trends in project management, the expectations of senior management and positioning yourself for success |
| December/January 2009 |
THE BUSINESS OF MANAGING PROJECTS - Focusing on value driven leadership, transparency, and responsibility to achieve project success and organizational sustainability |
Project management is closely connected with and, in most cases, quite similar to managing a large or small business. Project managers must attain and continue to develop business skills and develop a deep understanding of how projects impact organizational business objectives. Project managers must become "business savvy" along with their ability to integrate and coordinate project activities and resources. This issue addresses the connection between project objectives, project processes, and the needs of the business along with the need for project managers to understand business acumen, the internal processes of an organization, and the importance of managing projects as if the project was a business and an essential factor in organizational success |
| February 2009 |
THE ART OF PROJECT MANAGEMENT |
The ultimate best practices in the field of project management. Tools, tips, techniques, innovative ideas, and creative practices that will differentiate your organization and revitalize your project management methodology. |
| March 2010 |
PROJECT MANAGEMENT AND THE EXECUTIVE: Making a Connection |
Many project managers perceive that there is a disconnect between executive management and the issues surrounding day to day project management. Project managers must find a way to make that connection with executives to ensure that there is a mutual understanding about the value of project management, the need for executive support, and the need for acceptance of a project management methodology throughout the organization, This issue of allPM will focus on the challenges project managers encounter when communicating about projects and project management with executives and how to establish a solid connection with executives for ongoing support. |
| April 2010 |
BACK TO BASICS |
Another look at the core competencies of project managers and the essential tools and techniques that help to pave the way to project success |
| May 2010 |
INFLUENCING WITHOUT AUTHORITY: How to leverage knowledge, skills, and personal resources to achieve success and add business value |
Project managers have frequently voiced their concerns about the responsibilities that have been delegated to them without having the authority to actually initiate action. The competitive nature of projects when resource shortages become an issue and where priorities change frequently create a serous challenge for project managers. Project managers must develop their ability to influence functional managers, executive stakeholders, and others who may have the authority or power to affect the project. This issue provides project managers with insight and recommendations for developing influencing skills that will establish strong relationships with key stakeholders while demonstrating strong leadership and a clear understanding of the priorities and concerns of those they are attempting to influence. |
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Announcements: Method123 Announces Global Partnership |
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Published on Friday, March 14, 2008 - 03:09 PM |
Method123 Announces Global Partnership
Method123 Ltd announced today a global partnership with Tenstep Inc, forging a new solution set in the Project Management Templates market place.
The new collaborative relationship will result in increased benefits for <a href=http://www.method123.com/>project management templates customers of both firms. There are two major components to the agreement. First, TenStep has been designated as a Preferred Global Services Provider for Method123, and will support Method123 customers with related training and consulting services. Second, TenStep will publish its major methodology products in Method123’s proprietary content management system (CMS).
“We are very excited about this relationship with TenStep,� said Jason Westland, President of Method123 and a leading project management expert. “Our company has historically focused on product sales of our project management tools. Our agreement with TenStep allows us to now offer a full range of training and consulting services to our customers around the world. This is something our customers have been asking about for years.�
“This agreement with Method123 is very important to TenStep,� agreed Tom Mochal, President of TenStep, Inc., and a leading industry speaker, instructor and thought leader. “It will extend our services expertise into Method123’s project management methodology – MPMM (Method123 Project Management Methodology). Of equal importance is the ability to publish our own <a href=http://www.MPMM.com/>project management methodology using Method123’s superb content management software package. This will provide our own customers with new options for licensing and customizing our products.�
Method123’s customers should start to see references to the TenStep service line very quickly and on an ongoing basis. The TenStep service line includes a full line of training and consulting services in the areas of project management, program management, Project Management Offices, portfolio management and development lifecycle. Likewise, many of the TenStep methodology products that support these services will soon be available in a new content management system from Method123.
About TenStep, Inc: Headquartered in Atlanta, Georgia (USA), and specializes in developing, consulting and training in business methodologies. The company’s flagship product is the TenStep Project Management Process® (www.TenStep.com), which has been licensed to over 3,000 companies and individuals. TenStep also provides project management training and consulting services to clients worldwide. TenStep services the needs of local businesses with a network of seven offices in the USA and twenty-eight offices around the world.
About Method123: A privately owned New Zealand company with staff in 10 countries around the world. It was founded by Jason Westland in August 2000 for the purpose of developing a suite of project management products that managers and teams would find beneficial. In the first 12 months of formation, they sold more templates than all other similar websites combined and have experienced the same rate of growth since. Method123 also founded <a href=http://www.projectmanager.com/>Project Manager .com. Method123 now has more than 45,000 customers in 200 countries.
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Announcements: PMI NorCal - Call For Presentation Proposals |
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Published on Tuesday, April 10, 2007 - 03:53 PM |
<FONT face="Courier New" size=2>Call for Presentation/Panel Proposals PMI 2007 Northern California Fall Symposium UCSF Mission Bay Conference Center, San Francisco, California Monday, September 17, 2007 THEME: New Horizons in Project, Program and Portfolio Management Identifying and Applying Best Practices, Methodologies, and Trends that Enable Organizations to successfully Integrate Program and Portfolio Management disciplines with Project Management in a Global Economy Influenced by Distributed Projects, Virtual Teams, Scheduling, and Outsourcing of Solutions. Presentation/Panel Proposals: If you would like to present a oÂne hour Presentation/Panel, please fill out the Speaker Presentation Submission Form available at www.pmi-sfbac.org, and click oÂn Information and Call for Proposals. Email completed Form to NorCal2007@pmi-sfbac.org. Questions regarding the technical program should be sent to NorCal2007@pmi-sfbac.org. Deadline for draft Proposal submission is April 30th, 2007.
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Announcements: The Focus of Leadership Training |
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Published on Friday, June 16, 2006 - 05:15 AM |
The goal of leadership training is to teach people how a leader motivates a group of diverse and talented people toward a common goal. So can leadership be taught? Good question. Scholars have debated this issue for many years, in many different studies. The results? Mixed. Some say you can other say you can’t. We believe, when it’s taught the correct way, that it can be.
Leadership always has been and always will be a challenge, given the fact that human behavior involves so much complexity. Of course, even the most revered leaders in history made their mistakes. Lincoln, for example, was not very well liked. But, yet, he is always found on the list of the most important leaders the world has ever known.
Great leaders are known to have strong personalities. It seems that they find a way to channel these extreme characteristics, along with a strong sense of emotional intelligence, to affect others in a positive way. Their influence has a lasting impact on the performance of the people they are influencing.
So what are the areas that <a href=�http://www.leadershipiq.com/webinars_cant_we_all.html�>professional leadership training programs should focus on?
• Fostering the development of ones particular talent and or technical skill
• Learning Initiative and entrepreneurial drive
• The tenants of Charisma – Ones level of attractiveness to others and the innate ability to leverage this esteem to influence others
• The drive to be motivated by a certain cause
• Learning purpose and commitment
• Developing a Results-oriented approach: every action positively affects the mission
• Optimism – How do you achieve this outlook?
• Self Confidence - knowing one had the ability to make a difference for a cause
• Empathy – the ability to encourage, nurture and delegate to help followers develop a particular set of skills
• The power of Role models
• Self-awareness
• The ability to choose winners – Leaders know they cant teach attitude (unlike skills)
• Understanding what others say (vs. how they say things..ie. "walking in someone else's shoes")
• The ability to motivate people out of their "comfort zones"
• Challenging the status quo and Influencing growth and change in an organization
• Improving decision-making abilities
• The “Vision Thing� - Learning ways to see the big picture
• Improved Goal Setting
• Building Successful Attitudes and Habits
• Developing Personal Goals on a daily basis
• The ability to take complex information into Solutions and then Action
• Effective Time Management
• Continuing Leadership Growth on a personal level
Many different types of skills, and some that take more development time and focus than others, but all important to the overall nature of leadership.
The Theories of Leadership Support Training Needs
David McClelland, a Harvard-based researcher in the psychology of power and achievement, sees leadership skills as a pattern of motives. He claimed that successful leaders will tend to have a high need for power, a low need for affiliation, and a high level of what he called “activity inhibition�, or self-control.
Then there’s Trait theory. Trait theory, which follows the approach of listing leadership qualities, says that particular personality traits or characteristics will tend to lead to effective leadership. Although trait theory has an intuitive appeal, many people have difficulty with proving its tenets, Opponents of the theory frequently challenge this approach.
The most compelling version of trait theory sees these "leadership characteristics" as innate, and looking at psychological makeup, labels certain people as "born leaders". In this way, leadership development involves identifying and measuring leadership qualities, screening potential leaders from non-leaders, then training those with potential.
All interesting theories, but the end of the day it all comes down to ones desire to be a leader. Everyone really does have it, just at varying levels.
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Establish an environment where reporting bad news in a timely manner is encouraged rather than an environment where fear prevents the flow of critical information.
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