In This Season of Thanksgiving…
Thank You!
by Vicki Wrona, PMP
Before you embark on any Thanksgiving travel, I want to thank you for your business, referrals, readership and contributions. We are grateful for your trust, support and loyalty - that means a lot to us and we don’t…
Thank You!
De-stress Your Holiday with Our Tips and
Budgeting Tool
by Karen Smith, MBA, PMP
Editor's Note: This post contains a link to a holiday budget tool and another to an infographic. Take advantage of these free resources.
The holidays are nearly here. I suspect this isn’t shocking news as…
Budgeting Tool
Treat the Symptoms and the Cause
by Rob Zell
I recently prepped for and took the exam to receive an SPHR (Senior Professional in Human Resources) certification. Much of the background called for HR professionals performing a needs analysis prior to taking action. Strategically…
Can Project Portfolio Management
Succeed Without a Project
Management Office?
By Kathy Martucci, PMP
The answer is “NO” according to Kendall and Rollins, who co-wrote Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed.
They state:
"Without a PMO, it becomes every function for…
Succeed Without a Project
Management Office?
Why Questions Are Avoided, and How to
Change That: Is Your Question an
Invitation, a Request or a Weapon? Part 2
by Karen Smith, MBA, PMP
In part 1 of this series we explored how the power of questions – your questions – can either make or break your career. In this article, we’ll examine why questions are not asked, and how to create a culture…
Change That: Is Your Question an
Invitation, a Request or a Weapon? Part 2
Overcoming Organizational Obstacles to
Unlock the Value of Project Management
Parts 4 and 5: Unrealistic Expectations
and Micro-Managers
by Vicki Wrona, PMP
This is the last post in our series on unlocking the value of project management. In our previous three posts we examined three cultural obstacles that can throw a wrench in the best laid plans of the most accomplished…
Unlock the Value of Project Management
Parts 4 and 5: Unrealistic Expectations
and Micro-Managers