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Published on Monday, March 31, 2008 - 09:09 PM
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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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Tip of the day:
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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