I’m a big fan of surveys. They’re fun to develop and they are fun to analyze. And, from what I’ve found over the years, the results of a survey can be quite surprising. Recently, I gave a presentation, at a project management conference, on “The Fundamentals of Survey Development and Analysis.” Details on how to develop and analyze a survey properly are in the aforementioned article. When surveys are not developed very well in the first place or are analyzed incorrectly, which, unfortunately is quite common, results can be misleading and conclusions can simply be wrong. So, as part of my presentation, I decided to give a short survey to the audience to demonstrate some of the topics covered in the presentation. The audience was made up of project managers from a variety of companies. My goal was to answer the very simple and straightforward question, “What are the most important drivers to overall satisfaction with project managers.” 28 people from the audience participated in the survey. A high level overview of the survey, the analysis, and the conclusions from the analysis follow. I found the exercise, and the results, quite interesting. I hope you do, as well.
Over the past few decades, organizations have been attempting to modify their traditionally functional structures to be more effective in the face of overwhelming changes in the business environment. These changes, brought about by an accelerated pace of technological and societal changes, pose a significant threat to an organization’s ability to meet market needs. One result of the accelerated pace of market change is the increased demand for non-standard (customized) solutions.
We all need and thrive for successful projects. But what does it take to get there? There is no doubt that good project management is a critical success factor. But is it really sufficient? I don't think so. I claim that effective project management needs to have a solid foundation in project leadership and team work. I have identified 5 leadership principles that build a foundation for project success.
Risk Management in the PMBOK® Guide and BABOK® Guide must be Enabled and Shared between BA's and PM's, By Harry B. Mingail, PMP, CBAP
Would you gamble your career by cutting corners on your next project? How about hazarding ridicule and management criticism by doubling your project estimate in order to give yourself a comfortable time and budget cushion? Or perhaps you would rather strap on a parachute for an invigorating leap from an airplane?
Ask Harry: Preparing for the PMP® Certification - Part 2 Preparing to Take the PMP® Exam, By Harry Rever, PMP - Director of Six Sigma
The PMP®: a globally recognized certification, a perennial top ten on various “most popular certifications” lists, and no doubt a career enhancing achievement for anyone in the business world. If you lead projects on a regular basis, you need to get your PMP®; it’s just that simple. And this two part article series can help you in that endeavor.
Project managers (PMs) in pursuit of the prestigious Project Management Institute’s (PMI) Project Management Professional (PMP®) credential often think the Project Management Body of Knowledge (PMBOK® Guide) is supposed to be “all and end all”. Credential‑eligible candidates often look for a “cookbook”, i.e. step‑by‑step approach to earning the credential.
“There have been some changes to the PMBOK® Guide in the Fourth Edition. Since the PMBOK® Guide is an ANSI standard, PMI must assess it every 4-5 years to determine if an update is needed.” (Cyndi Stackpole).
“The increasing acceptance of project management indicates that the application of appropriate knowledge processes, skills, tools and techniques can have a significant impact on project success. The PMBOK® Guide indicates that subset of the project management body of knowledge generally recognized as good practice.” (PMBOK® Guide 3rd Edition, 2004)
This paper explores some of the primary differences and potential synergies between International Project Management Association (IPMA) and the Project Management Institute (PMI), and how they approach projects. I have explored these differences, and some additional gaps, in my book International Project Management: Leadership in Complex Environments. Here the intention is to provide a general overview of the differences, and see how an alliance could leverage the synergy between PMI and IPMA and enhance the global approach to Project Management.
An examination of the various PM standards offered by PMI and others: How can they be used effectively? By Estelle Groult, PMP & PRINCE2 Trainer
Today projects are growing in complexity with project managers often being asked to satisfy requirements of global business. The various nature of projects has made difficult the ability for project managers to successfully perform in this challenging environment. Successful project managers recognize these challenges and have utilised project management standards to improve project delivery.
If you are a fan of rock music you may recall a song by the group Extreme. Their song “More Than Words” was about expressing oneself in more than just a simple phrase that is easy to say. The feeling and emotion behind the words was the important part. The subtle message here is that words are only one part of effective communications and that emotion, body language, and other non verbal factors are also very important. Most project managers understand the importance of strong communications skills and attempt to use those skills to build teams, solve problems, update stakeholders, and minimize conflict.
- How to Embed Improved Project and Program Management Practices in Organisations By Harold Ainsworth, PMP
- Sustaining "Project Management" in Organizations By C. Lynne Poffenroth, PMP
- Communication - More Than Words By Frank P. Saladis, PMP
- Ask Harry: Six Sigma and Sustainability Business Survival in a Challenging Economy By Harry Rever, PMP - Director of Six Sigma