, , , , , , , , ,

Sharing Around the
Virtual Water Cooler

by Rob Zell: Many organizations are struggling today with the concept of incorporating social networks into the workplace. I don’t blame them. There are plenty of issues that immediately come to mind: How do you secure the information? …
, , , , , , , , , , , , , ,

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…
, , , , , , , , ,

How Triage Techniques Might Have Helped Toyota, Part 1

By Bruce Beer, PMP: This is the first of two posts. How can a company that built its reputation on quality have been in the state where they seemed to be pilloried from all directions due to quality failures? Toyota was in trouble,…
, , , , , , , , , , ,

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…
, , , , , , , ,

What Happened to the Triple Constraints Model?

By Darrell G. Stiffler The triple constraints model has been one of the main staples for teaching project management for as long as I can remember. The model is generally represented by a triangle with Scope on the horizontal leg, Time on the left leg, Cost or Resources on the right leg and Quality in the center of the triangle.
, , , , , , , , ,

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.