Topic: allPM Letters

The new items published under this topic are as follows.

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

Published on Friday, May 28, 2010 - 10:37 AM

This month allPM is focusing on Enterprise Project Management – Governance, Portfolios, and the Strategic Side of Project Management. Our mission at allPM is to bring you useful and relevant information about the evolving project management profession and this is certainly a topic of frequent discussion. This issue addresses the latest trends in Enterprise Project Management and what the buzz is regarding PMOs and PM centers of excellence. We are addressing the questions and observations about how formal, project management methods and procedures have impacted project based businesses and how these businesses are managing more effectively through an enterprise – wide PM methodology. We are reviewing the lessons that have been learned during the past 3 years and examining the executive view of project management including the perceived value of sustaining a formal and consistent project management process. For the practicing project manager, Enterprise Project Management can be a key factor for winning in business. The challenge is to promote it effectively and continually demonstrate its value.

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Articles: Letter from the Editor - Frank Saladis

Published on Thursday, April 29, 2010 - 03:58 PM

This month, allPM is focusing on a unique topic – Professional and Social Responsibility. Most professions subscribe to some form of code of conduct or guiding principles to keep their practitioners and professionals on a path of integrity, respect, and honesty. It is appropriate for those in the field of project management to have some type of code ethics that will provide confidence among the many organizations who work with project managers that they will be treated fairly, that work will be conducted professionally and that issues will be managed effectively and expeditiously.

Project managers work with many different types of people, personalities, values, and cultures. The interaction with people who have different viewpoints and different values can be very challenging and some type of guidance is needed to address and work through some very sensitive and potentially volatile issues. Integrity seems to be at the top of the list when it comes to professional responsibility and it is something that we should all value. Basically, project managers find themselves in a paradox where the alignment with personal values and the need to do what ever it takes to resolve an issue clash. We also must understand that people have been influenced by their surroundings, including family, social, and business environments and have different perspectives about what is right and wrong.

This month we look into the factors that impact our values, our decision making process, and how we interact with stakeholders while dealing with the often complex world of project management. Generally, our values are learned over time and are influenced by social, ideological, political, and religious issues. There are values inherent in human nature such as wisdom, kindness, gratitude and compassion. In the business world our values are often subjected to significant assaults when we are trying to accomplish objectives or meet the needs of the organization. Project managers are continually challenged to make decisions about what is “right” and the demands of the project, the stakeholders, and other influential stakeholders. The Project Management Institute has developed a specific Code of Ethics and Professional Conduct for the project management community and this document was the inspiration behind this issue.

The topic of Professional and Social Responsibility certainly encompasses a wide range of view points, perceptions, and opinions and your thoughts and comments about professional ethics, values, and those ideals that guide a project manager’s journey through each project would be welcome. As always, allPM is focused on meeting the needs of project managers worldwide and each month we strive to provide you with useful, practical, and we hope, motivational information that will enhance your career as well as help you to more effectively support your project teams and your organizations as a whole.

Articles: Letter from the Editor - Frank Saladis

Published on Monday, March 29, 2010 - 06:36 PM

Our theme for this issue of allPM newsletter is Risk Management. Specifically, we have selected “thinking positive about risk management” as our main focus of discussion. The idea behind our theme, “thinking positive,” is that we should practice a proactive approach to managing and responding to project risk. By actively discussing risk during project kick off meetings, status meetings or when engaged in the project selection process you are thinking in a positive and value-adding manner.

Many organizations talk about risk management but it does not go much further than that. I have heard the term “lip-service” used when the topic of risk management is raised. This means that lots of words are spoken but little action is taken. Considering today’s economic environment and the uncertainties that lie ahead, risk management certainly deserves much more attention. Project managers face risk situations on a daily basis. Some are considered low impact and of low importance and some can create serious problems for a project or an entire organization. An organized method for identifying, prioritizing, and responding to risk is therefore essential not only for project success but for the success of the enterprise. It has been said many times before that the best defense is a well organized offense. If we apply that approach to risk management, we can create a culture in which an entire organization sees risk management as an essential part of doing business and not as something “extra” or outside normal work.

This month we provide you with several perspectives about risk management and encourage you to reexamine your current methods, tools, techniques, and general attitude toward risk. You may find that the amount of time actually spent identifying and managing risk is far less than what is needed. Think about how you manage risk when you are dealing with your own personal safety, or your own personal assets. How much effort goes into the protection of the things you cherish the most? Now think about the projects you are assigned to. How much risk effort are you applying? It is likely that you should be at a much higher level of risk effort than you are currently investing in your projects.

Our articles this month provide you with insight about risk from several perspectives and encourage you to rethink your strategy regarding risk management. This allPM newsletter looks at projects from the practitioner’s point of view and our goal is to provide you with practical advice, innovative tools and techniques, updates on the latest trends in project management, and a common sense attitude that is intended to assist you as you deal with the challenges associated with managing projects and programs. Take advantage of the knowledge and suggested best practices offered by the allPM authors and staff. We encourage you to contribute your own thoughts and perspectives and help us continue our efforts to support the world wide project management community.

Articles: Letter from the Editor - Frank Saladis

Published on Wednesday, January 27, 2010 - 03:23 PM

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. Project Management Offices and Project Management Centers of Excellence review the year’s past project performance and determine where improvements are required. Financial managers sort through files, close out accounts, issue final bills, report on the status of outstanding invoices and accounts receivable and prepare for the inevitable tax filings and reports.

The new year provides an opportunity to pause for a moment to reflect on the past and in turn create a vision for an even better year ahead. Hopefully, the look back will include a review of some cheerful moments and some good times that will help to spark the energy needed to face the new and uncertain future.

Our theme this month, The Business of Managing Projects, focuses on the similarities and connection between managing projects and the management of a business. The successful business requires value driven leadership, transparency, sensitivity to stakeholder needs, and the willingness of its employees at all levels to accept the responsibility for achieving strategic objectives and maintaining organizational sustainability. These same factors are associated with managing a project, regardless of size and complexity. Most project managers will agree that managing a project is very similar to managing a business. Planning is the key factor that links operations and project management. Organizations plan their futures through long term strategic plans that are updated annually and create tactical plans to achieve short term objectives. Projects begin with a clear set of objectives and project managers develop plans that are integrated with the organization’s strategic plans and daily operations.

As we begin the New Year, allPM examines the issues associated with managing projects from the business manager’s and project manager’s perspective. Our articles touch on the subjects of conflict management – Values Driven Conflict by George Pitagorski, outsourcing, - Outsourcing Against Smart Sourcing by Amr Elshekh, and of course Risk management by David Hilson. We are featuring articles by authors George Bridges and Bill Richardson that specifically address our theme and Harry Rever provides us with his unique insight in our regular feature “Ask Harry.” Steve Blais offers his views on Lean Agile Project Management, and we continue provide an international perspective in our “PM en Espanol” series.

The staff members of allPM and the employees of IIL know that 2009 was a challenging year for many business leaders and project managers and our goal for 2010 is to expand our ability to provide project managers with comprehensive, useful, and timely information about trends in project management, tools and techniques, and to help ignite your creativity and innovative abilities to help you achieve your goals. The business of managing projects is what allPM is about and it’s our business to work with you through 2010 and beyond in a partnership that shares knowledge, new ideas, and best practices along with the motivation to stay on the road to success.

Articles: Letter from the Editor – Frank Saladis

Published on Wednesday, November 25, 2009 - 05:27 PM

This month we focus on a theme and a topic that many project managers think about nearly every day- The Future of Project Management. There is no doubt that, at least from my perspective, project managers are somewhat concerned about their role within their organizations, how their organizations perceive the value of project management, and the future of project management as a component of the strategic planning process for their organizations.

The future can not be accurately predicted (at least not by most of us) and therefore we have to rely on past experiences, trends, lessons learned, and opinions to conjure up a view of what the future may have in store for us. Dr. Harold Kerzner, well known expert in the practice of project management, helps us to understand and, to a great extent, prepare for the coming changes regarding how project management will be utilized by organizations as we progress forward into a very new, challenging, and, some ways, unsettling future. In his book – “Value Driven Project Management” (a book I am proud to say I co-authored), Dr. Kerzner helps the project manager prepare for the future by analyzing the past or traditional methods for managing projects, the importance in the past of the Triple Constraint, the connection of the Triple Constraint to project success, and the changes that project managers are likely to experience in the processes for selecting projects, evaluating projects, and determining project value from the delivering an organization’s perspective and the client’s perspective. The intent is not to try and predict what executives will be planning or what clients really want to see when projects are completed, its more about common sense, logic, and an understanding of business needs. Dr. Kerzner emphasizes the importance of knowing which projects will produce value, not just deliverables. The key here is to understand that completing a project on time, within budget, and according to specifications does not mean success if you are working on the wrong project. The current economic climate, the changes in how businesses select projects, and the emphasis now on total solutions and long-term value are the driving factors that will help project managers, steering committees, and project sponsors determine their next steps and strategic direction.

Our intent this month, and I believe, in the months to follow is to provide you with some insight from a number of perspectives about what we, as project managers can expect to see as project management continues to evolve. There will be changes in how business is conducted at the local and international level along with new and possibly surprising expectations from our clients and from our organizations. The challenges will be greater and the need to provide organizational value both internally and externally will intensify. We are experiencing a much greater emphasis on sustainability, using renewable energy and becoming stewards of the world environment and ecology. The future will, undoubtedly, include new opportunities for Green Projects, environmental clean up and waste disposal. I think it is safe to say that project management’s “finest hour” is yet to come. Our goal at allPM is to help you becoming better prepared to meet these new challenges. So, enjoy the articles, think about the wisdom and suggestions offered, and by all means, please provide us with your thoughts about the future of project management. We encourage you to become an active member of our allPM community. In the words of a familiar leader from the future: “Engage!”

Articles: Letter from the Editor – Frank Saladis

Published on Friday, October 30, 2009 - 01:42 PM

People are an organization’s greatest asset. This is a statement that has been proclaimed by many a manager and leader. It is especially true in the project environment. Energizing people to achieve high levels of performance and overcome barriers to change, motivating people to accept challenges and providing them with encouragement and a feeling of self worth, and utilizing the talents of the team to meet objectives are some of the major job responsibilities of a project manager and, in many cases, the most challenging.

There is no doubt that a project manager needs good people to achieve project objectives and there is no doubt that project managers must focus on the human side of project management if they expect to achieve success.

The human side of project management is, at least for many people, the most complex and yet the most rewarding part of the experience. The project manager is in a position to motivate, inspire, coach, and mentor their teams, and, equally important, develop new project managers and leaders. Project managers can create a motivating environment or a de-motivating environment by their actions, behaviors, and responses to issues. It is important to remember that when addressing the people side of project management we are dealing with the personal values that have been established within an individual during their personal and professional lives. Each person’s needs, drives, and goals are different and the project manager must maintain that awareness and seek to balance these factors to create a win–win situation for everyone involved. How you greet people each day, how often you recognize or acknowledge people, how you provide feedback, how you manage a meeting, and how well you listen are all factors that affect motivation.

It is especially important today, as we face uncertainty in the economy, tighter budgets, and greater demands from management and clients that we take some time to let our “human” side show. A thank-you on occasion, a brief recognition event, a little office humor, and a strong dose of patience during stressful situations will make a huge impact on team morale and ultimately on productivity.

In this issue of allPM we examine the Human side or soft skills of project management. Many believe that it is more important to develop the interpersonal skills than to master technology. These soft skills are required to connect with project team members to create a positive environment where the team members willingly and supportively work with the project manager to achieve the desired results. allPM has always provided what we believe is the right amount of the human side in each issue so this is just a little extra. Remember the difference between an ordinary project manager and the extraordinary project manager is that little “extra.” The real difference is how you treat your team. Let them know they are appreciated. When you look upon your team, see them as the astronomer sees the skies, filled with stars.

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

Published on Wednesday, September 30, 2009 - 07:16 PM

Today’s economy has had an effect on the lives of most people and has changed, probably forever, the way businesses are managed. Today, the focus is on sustainability, doing more with less, value, renewable energy, and the ecology. The impact of the changes we have experienced varies depending on the industry but everyone is feeling the effect.

This month allPM is addressing an important topic – Re-tooling Your Career. It is a timely topic in that it will open one’s thinking to another level, encourage us to consider where we are and what our options are, and remind us that we should have some type of career “back-up” plan. The book “What Got You Here Won’t Get You There,” by authors Marshall Goldsmith and Mark Reiter, Hyperion, N.Y., N.Y. provides us with an important message: remain ready for change and continue to prepare for what’s coming next.

Project managers know the importance of risk management during project planning and implementation. There are things we can plan for and there are many unknowns. The same is true about our careers. There are no guarantees about life, job security, and financial health as proven by Wall Street and many major corporations. One important strategy is to consider the “what-ifs.” The advantage of the project management discipline is that the skills of the project manager are portable and are a “fit” in many industries. It is important to ask yourself from time to time, “What if my project is cancelled, or my organization is sold, or we face another “right-sizing”, or technology replaces my position?” The project manager knows there are certain skills that have been obtained through experience and training that can be adapted to meet many different situations. Most project management courses and training programs are designed to build confidence in the project manager, enhance leadership skills, and maintain a positive outlook.

Re-Tooling does not mean starting over, it basically suggests an assessment of the current situation and acquired skills and knowledge and then setting sights on new opportunities. Some additional training may be involved and it may be a good idea to connect with a mentor and a few trusted peers but there are many opportunities for those with the right mindset.

allPM understands the importance of enhancing your skills and knowledge and we know today’s worldwide economic situation creates many challenges. We also know that with some effort and a positive attitude, many obstacles can be overcome and new doors can be opened. This month our goal is to help you to plan a strategy for the future, provide suggestions for sharpening your existing set of tools and skills and give you some ideas about how to perceive the future. We’d like to think the future is bright so make sure you wear your shades.

Articles: Letter From The Editor - Frank P. Saladis PMP

Published on Wednesday, August 26, 2009 - 12:56 PM

Imagine an organizational culture where being on time, within budget, and according to specifications is the norm. Think about a culture where conflict is solved through facilitation, effective listening, idea generation, and respect for each person’s point of view. A culture where leadership is clearly demonstrated at every level and the focus is on organizational performance and well-being and where the customer is considered the top priority.

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Letter from the Editor – Frank Saladis

Published on Tuesday, July 28, 2009 - 06:08 PM

Project management training is a multi-faceted, multi-level, and wide ranging array of material that includes classroom and live, virtual programs, online webinars, self study software, distance coaching and mentoring, quick study systems, desktop and enterprise software applications and hundreds of books. Even in these tough economic times, organizations are seeking reliable, well developed, and high quality project management training programs that will help to improve the efficiency of their project teams, increase the probability of project success and, contribute to the sustainability of the organization.

Sustainability has become a key word in many organizations. Basically sustainability means to be able to meet the needs of the organization and its clients while preserving and maintaining existing systems, without depleting resources. Simply stated it means meeting the needs of the present without compromising the future ability of the organization. Sustainability also refers to the importance of preserving natural ecosystems as organizations struggle to remain competitive and economically sound. Sustainability and project management seem to have a natural connection. Project managers draw their skills, knowledge and abilities from a body of knowledge that addresses every aspect of managing a business. This body of knowledge encompasses everything from financial planning to managing diverse and geographically distributed work teams. Any organization developing strategies to sustain itself in the present economy and preparing for what lies ahead will want to make sure its employees are well equipped and ready for the uncertainties to come. Project management fits the bill.

This month allPM addresses project management training from several perspectives. Cindy Lewis focuses on ROI. Jacqueline Dennis addresses The Real Impact of Project Management Training. Sherry Higgins discusses Project Management Training Assessment which is certainly something organizational training program decision makers will want to review. Bill Richardson provides project managers with insight regarding strategic planning and The Risk Doctor, David Hillson, continues to offer superb advice about managing risk, an area that is receiving more and more attention within every business, large or small and Harry Rever provides another opportunity to “Ask Harry!” We have also added a new feature to our line-up: Project Management en Español! Rodolfo Ambriz, PMP, adds another dimension to the allPM quest to provide valuable project management information to the global environment.

It is also important to mention a few events that are on the horizon. International Project Management Day is Thursday, November 5, 2009 and many organizations are planning events to recognize project managers for their contributions to organizational success. Among the highlights of International Project Management Day, also known as IPM Day, is the annual International Institute for Learning webcast that will feature Dr. Harold Kerzner, Gregory Balestrero, CEO of PMI, and a high powered line up of guest speakers who are sure to excite, enlighten and educate the project management community about the power of project management and its connection to sustainability, leadership, and organizational professional responsibility. Nominations are also being accepted for the Kerzner International Project Manager of the Year award at www.iil.com and IIL is also planning a special virtual learning summit scheduled for August 2009.

As always, we invite you to share your ideas, thoughts, and insights about project management and we certainly would like to hear your suggestions that will help us meet your needs as a reader, stakeholder, and member of the project management community. Please send letters to the editor to Frank.Saladis@allpm.com. Thanks for joining us this month and we hope you enjoy the issue.

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

Published on Wednesday, April 15, 2009 - 08:24 PM

Project management maturity is a subject that is receiving significant attention within the project management community. As organizations review, revise, and redefine their project management offices and their methodologies, the focus is directed at best practices, continuous improvement and maturity models. The goal, better utilization of resources, cost effective projects, sustained product quality, and organizational stability.

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Topic: allPM Letters

How well does management support newly assigned project managers?