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How Triage Techniques Might Have Helped Toyota, Part 2

by Bruce Beer, PMP: Earlier, we began exploring Toyota’s quality and performance problems through 2010 and how Triage efforts could help them recover before it is too late. In this post, we continue that discussion. (Click here to read…
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The Critical Role of the Project Sponsor

By Kathy Martucci, PMP: One of the most well-known critical success factors in any project is executive support.  In effect, the project manager must recruit, train and retain an effective sponsor who can add value to the project. How can…
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Try Reverse Brainstorming

by Vicki Wrona, PMP We are all familiar with brainstorming, but its impact is often quite limited due to a number of factors discussed earlier. But have you heard of reverse brainstorming? It is a simple technique which can generate truly…
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You Node What?

By Darrell G. Stiffler, PMP For years, the Project Management Institute (PMI) has been touting the virtues of the Precedence Diagramming Method (PDM) as the method to use in the Critical Path Methodology (CPM) construction of a network diagram. The network diagram uses boxes or rectangles, referred to as nodes, to represent activities, and by connecting the nodes with arrows it illustrates the logical relationships that exist between the nodes. However, the illustration of a network diagram in the Project Management Body of Knowledge (PMBOK) is OK, but the nodes illustrated are poor. In trying to perform the forward pass, backward pass and calculating float the illustration has no value. Because of the PMBOK vacuum of detail and poor illustration of the diagram node, others have used their own style of node for the critical path calculation. There are many different ways to display the node, and un-standardization has allowed the whole subject to become confusing. I propose that PMI publish in the PMBOK a standard node. This would establish a standard and make it easier for all those creating a PDM much easier.
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Don’t Put Project Management in a Box

By Vicki Wrona, PMP Project Management is both operational and strategic. It uses both analytical and interpersonal skills. It includes leadership and negotiations. Why do we want to limit its definition…and our worth as project managers?! All too often I run into senior managers who believe that project management is strictly an operational function. They need a project done and someone gets it done...that's how they see it. But as good as that is, if used properly, project management can be much more than that. When used by senior management or in a project management office (PMO), it can be strategic as well. The project management office or similar function can help determine which projects will be funded and how they will be prioritized and worked. In other words, with solid portfolio management practices, they determine the mix of projects that best support the organization’s mission. This is not an operational function but instead a very strategic one.