Good "guest" articles on the theory or practice of project management welcomed.
See Issacon #1453 for web-author guidelines.

Copyright Notice
The copyrights of each of the articles in this section belong to the respective authors.

 

Guest Articles

Humanizing Work Through Projects by Antonio Nieto-Rodriguez
Antonio theorizes that whereas Work has always been considered an essential means of providing for food, clothes, and shelter, in the future the universal method of working and organizing work will be the project. 10/18
 
Project Manager as the CEO of the New Project Driven Economy and How that Relates to the Modern PMO by Antonio Nieto-Rodriguez
Antonio postulates that: "The New World Reality Requires a New Organizational Model, Starting with the CEO". 04/18
 
An Introduction to Artificial Intelligence and How it Relates to Project Planning by Dr. Dan Patterson
Dan describes how Artificial Intelligence can strengthen project management by contributing to more effective project planning and control. 04/18
 
The Only Project Management Resolutions Worth Taking This New Year by David Miller
David takes a look at New Year Resolutions, specifically related to Project Management and tells us why some are hard to keep, what resolutions are worth taking, and how to keep them (Well, at least until the next New Year. Ed.) 03/18
 
PMI's Models of Project Management Knowledge Part 2 — Fixing Problems with Life Cycles, Process Groups and Knowledge Areas by Crispin (Kik) Piney
In Part 1 of this paper, Kik described some of the serious shortcomings of the PMBOK® Guide now in its 6th Edn. In this Part 2, Kik explains what they are, why that is important and what he thinks should be done about them. 03/18
 
PMI's Models of Project Management Knowledge Part 1 — Life Cycles, Process Groups and Knowledge Areas by Crispin (Kik) Piney
Kik, as he is known to his friends, has spent years thinking about how the PMI PMBOK Guide is laid out, and how it is unnecessarily confusing where Life Spans, Process Groups and Knowledge Areas are concerned. Where and how it could be improved will follow in Part 2. 02/18
 
Project Business Management: The Forgotten Knowledge Area by Oliver F. Lehmann
Oliver draws a careful distinction between performing projects internal to the performing organization, i.e. Project Business Management, and Managing Customer Projects. While the former is taught and discussed in the context of project management as espoused by the PMBOK, this is not the same as Managing Customer Projects. In the former, the benfits are in the future, whereas in the latter, the benefit lifespan is simultaneous with the project execution as conceived in the original PMBOK. 11/17
 
The Essentials of Business Etiquette by Sharon  Schweitzer
Sharon provides valuable insights into behaviors that will enable you to get along with your management superiors as well as convey leadership to your colleagues at both business and casual functions. 08/17
 
Sound Sleep - An Essential Habit for PMs by Sarah Jones
Project management, because of its nature, is necessarily stressful. To cope with the challenges of a project you also need to manage your stress level. Getting good sleep is the foundation for success - Sarah explains how. 07/17
 
Project Failure - My Leading Indicators by Craig Imlach
In this paper, Craig presents his nine markers for predicting and identifying project failure in large projects. 04/17
 
Epilogue to: When It Is Not Project Management
Max's Questions and Mark Seely's Response
In October 2016, Mark Seely sent me a draft of his book WIN-PM for my interest. It certainly did, so we entered into a discussion. The outcome is reproduced here because it sheds light on Marks' thinking, and certainly raises important questions about the broader implications of project management. 06/17
 
When It Is Not Project Management — Part 6
by Mark Seely
This concludes Mark's epic voyage through the anatomy of project management in its broadest sense. Following on with Appendix B, Mark describes a performance dashboard that renders critical information for the project's authorities. However, this will vary according to Level. Mark provides examples for each of his five Levels. Appendix C looks at the Human Affinity for appropriate response in each of five levels of Learning/Experience. In Appendix D Mark steps aside to examine the proper relationship between Sponsor and Contractor at each of the five levels of contractual relationships. 06/17
   
When It Is Not Project Management — Part 5
by Mark Seely
In this Part 5, Mark will start by clarifying each of the five project management levels discussed previously and recommends best practices for deployment of each. He concludes his chapters with a set of ten "DBM Commandments" for your guidance. In Appendix A he confronts complexity and points to simplifying options. 05/17
 
When It Is Not Project Management — Part 4
by Mark Seely
Mark follows up with details of Levels 3, 4 and 5. Note that levels 4 and 5 include "Governance", which is a relatively new area for discussion. Chapter 5 also includes a couple of examples of management misalignment, one from Canada and the other from the US. 04/17
 
When It Is Not Project Management — Part 3
by Mark Seely
This month, Mark digs into the details of Levels 1 and 2 of the project management organizational ladder, namely Process Management and (single) Project Management. He then pauses to discuss a variety aspects of the project management environment, an activity that he calls Sociolytic Mindscaping. 03/17
 
When It Is Not Project Management — Part 2
by Mark Seely
To dig into the issues, Mark decides to "undo" project management before re-assembling. To do so, Mark looks at a variety of spectacular projects from a variety of major stereotypical industries and uses the Dynamic Baseline Model (DBM) to determine their complexity level and associated performance expectation. He then arrives at a series of degrees by which he moves up the project management organizational ladder. 02/17
 
When It Is Not Project Management — Part 1
by Mark Seely
The title may be misleading, but this series of articles is about decision making, the very foundation of successful project management. Decisions are made on the basis of an analysis of the situation. As projects become larger and more complex so do the analyses - often involving different sources and, unfortunately, with different points of view, i.e. biases. Now we need to analyse the range of available analyses from an unbiased perspective, especially if the original biases are political. The targets of this über-discipline are obviously large infrastructure projects funded by governments. 01/17
 
The Strategic Management of Projects
Part 2 - The Project Delivery Capability by Patrick Weaver
The Project Delivery Framework discussed in Part 1, set the stage for an effective corporate Project Delivery Capability (PDC) in this Part 2. An effective strategic capability for competently managing an organization'sprojects and programs is critical for the creation and preservation of stakeholder value. Here, Patrick describes the five-level PDC maturity model for enabling how. 07/16
 
The Strategic Management of Projects
Part 1 - The Project Delivery Framework by Patrick Weaver
In order to discuss an effective corporate Project Delivery Capability, Patrick first introduces a relevant taxonomy suitable for a meaningful discussion. Since Governance is the ultimate responsibility of the organization's Board, this will enable a top management discussion covering corporate governance, through strategy and program management, to project governance. 06/16
 
Acquiring, Developing, and Retaining Project Talent
How the Right Talent Improves Project and Business Success:
Part 2 - Talent Development by Stacy Goff
In this Part 2 of his paper, Stacy describes how the role of training enables individuals to climb the stairway from data to wisdom and the gaps to be bridged along the way in talent development towards business benefit. Then it is a matter of retaining the talent once developed! 06/16
 
Acquiring, Developing, and Retaining Project Talent
How the Right Talent Improves Project and Business Success:
Part 1 - Talent Then and Now by Stacy Goff
According to Stacy, talent is the right combination of innate abilities, plus the knowledge, skills, attitudes, experience and competence needed to deliver performance. Talent is essential in two project dimensions: Talent to create the product and talent to manage the work involved. 05/16
 
Project Management Methodologies Explained by Patrick Hankinson
Patrick draws a clear distinction between the project life span and the methodology best suited to creating the product. He then discusses various methodology options available for IT and related type projects. 02/16
 
Bayesian Project Management by Joe Marasco
Your project is under way and heading for its first milestone, or perhaps that first milestone has just been completed. Now, what are your chances of completing the whole project on time? Joe has an answer for estimating that also — based on Bayesian theory. 12/15
 
Predicting Project Outcomes by Joe Marasco
What are the chances of your project being successful? Well, it depends. Joe has a nomogram for you to solve this complex problem. You may be surprised by what this chart can tell you about your project, but you need to read the whole paper. 10/15
 
Answergraph™ for People, Time and Money by Joe Marasco
You're tasked to shorten the project schedule. Cutting scope and quality are not options, and your team is already working maximum overtime, but you could add more people. So realistically, how many — given reallocation of work and rampup time? Joe's Answergraph™ enables calculation. 9/15
 
Planning for Business Transformation by Leopoldo Innecco
Transforming a business is a major challenge. The PICARO lifecycle, consisting of 6 major phases, was created to combine project management, change management and business transformation processes into a single framework. 3/15
 
Business Process Types 1, 2 & 3 by Angelo Baratta
Do you have a Business Process 3.0 challenge? Angelo traces the evolution of management through the ages and discovers that what we face now can be much more complex. 2/15
 
Project Governance & Control: The Building of the Crystal Palace by Pat Weaver (Case Study)
Pat loves to study historical projects. This case study provides a wonderful opportunity to see the governance structure and imagine you are the project manager developing the project plan. 1/15
 
Lessons in Learning - Part 4 of 4: Observations on the Case Study
The Story Behind the IT Sector's Chronic Training Gap by Robert Goatham
Based on the case study in Part 3, in this final Part 4 Robert discusses what we can learn given the right circumstances. In particular, he comments on the merits of role models, leadership, coaching, and the need for mentors. 12/14
 
Lessons in Learning - Part 3 of 4: A Case Study in Advanced Learning
The Story Behind the IT Sector's Chronic Training Gap by Robert Goatham
Is it possible to train people to use the higher order thinking skills described in Part 2? In this Part 3, Robert provides a case study in advanced learning describing what it is, why it is necessary, and the reasons why strong resistence is often encountered. 11/14
 
Lessons in Learning - Part 2 of 4: Developing Thinking Skills
The Story Behind the IT Sector's Chronic Training Gap by Robert Goatham
In Part 2, Robert explains why working on projects is "different", the higher-order thinking skills required, and the impact on corporate training required if the rate of project failure is to be reduced – especially in the IT sector. 10/14
 
Lessons in Learning - Part 1 of 4: Learning Explained
The Story Behind the IT Sector's Chronic Training Gap by Robert Goatham
In this Part 1, Robert introduces his experiences of IT project failures and the need, not just for training, but for the development of the advanced skills required for managing complex projects. He goes on to define "expertise", stages of learning, and the "training gap". 09/14
 
Projects Early and Under Budget: The 777-300ER Airframe Design by Skip Reedy (Case Studies)
Skip provides an example of how successful critical chain project management can be on a $500 million project, completing 26% earlier than planned and an estimated 10% under budget. 07/14
 
NO Such Thing As an "IT" Project by Bill Monroe
Bill challenges the IT community to think about the relationship between the IT department and the business itself as to where IT-type projects really fit, and hence who is responsible for their success. 06/14
 
Why a Small Business Might Be the Perfect Retirement Gig and 10 Rules for Starting Your Own by Sean C. Castrina
Ever think of "going out on your own", but maybe apprehensive? Project managers are particularly vulnerable. Or why end at 65? Sean provides valuable advice. 05/14
 
Know Your People: Thoughts Related to MBTI by Constantine Kortesis
Should smart project managers take into considerations Myers-Briggs (Personality) Type Indicators when managing large and diverse teams? 04/14
 
The Hidden Cost of Poor Project Management by Francis Hooke
Francis illustrates certain hidden, or typically unaccounted-for costs of project management and their implications – including those that are social, emotional and human. 04/14
 
200-year-old Hwaseong Fortress Demonstrates Project Management - Part 2 by Young Min Park (Case Study)
Young Min Park delves more deeply into the records of this 200-year old project and compares his findings with today's project management practices. This Part 2 concludes with a set of questions designed to stimulate discussion on what can we learn and project for the future. 03/14
 
200-year-old Hwaseong Fortress Demonstrates Project Management - Part 1 by Young Min Park (Case Study)
Young Min Park has been written up this paper as a major case study of interest to project management students and instructors. Part 1 describes this beautiful Hwaseong fortress that is now a tourist attraction. Two hundred years ago it was built as a king's fortification and administration center. Part 2 will dive into the project records of the day to discover how this project was managed. 02/14
 
Transformation Requires Overcoming the Enemies of Learning by Chris Majer
Changing how people work is often a major obstacle to the successful completion of a transformative project. But knowledge and learning are critical to adopting new processes and practices. Chris describes a few of the more important obstacles and how to deal with them. 02/14
 
The Case for Public-Private Partnerships by Charles  Lammam and Hugh MacIntyre
Charles and Hugh point to the Skagit River Bridge collapse on I-5 in Washington State to remind us of the importance of maintaining existing infrastructure and explain the superiority of investing in new projects using the P3 approach. 01/14
 
Win That Contract: The 23 Biggest Mistakes That Bidders Make - Part 3 by David Harrison
David's final list of eleven items you probably should not do covers Strategies and Tactics; Evidence; Content Presentation; and Post-tender Interviews. 12/13
 
Win That Contract: The 23 Biggest Mistakes That Bidders Make - Part 2 by David Harrison
Here is David's second group of seven things you probably should not do, in the areas of Pre-Qualification Questionnaires, Relationships and Processes. 11/13
 
Win That Contract: The 23 Biggest Mistakes That Bidders Make - Part 1 by David Harrison
Are you involved in procurement of goods and services under contract for your project, whether as a buyer or seller? If so, David offers very good advice in the form of things you probably should not do. 10/13
 
Enterprise Project Governance (EPG)
How to Manage Projects Successfully Across the Organization
by Paul C. Dinsmore & Luiz Rocha
The authors explain what EPG is, how it has evolved out of project management, how it can enhance organizational performance, and hence why it should be of interest to executive management. 09/13
 
PMBOK® Guide Fifth Edition - Unraveling Project Reserves
Part 2 - A Recommended Solution by Roger L. Parish
Roger recommends solutions to the PMBOK Guide Fifth Edition issues he identified in Part 1 of his paper. 08/13
 
PMBOK® Guide Fifth Edition - Unraveling Project Reserves
Part 1 - Changes that Improve But Challenges Remain by Roger L. Parish
An update of his March 2010 paper, Roger examines PMBOK Guide Fifth Edition in a similar manner and found it better but not perfect. 07/13
 
Meddling Stakeholders – The Titanic Project
by Mark Kozak-Holland (Case Study)
The building of the British passenger liner Titanic was an enormous project in its day. The loss of the ship on 15 April 1912 after colliding with an iceberg in the North Atlantic Ocean on her maiden voyage was a terrible disaster. To what extent was the loss due to stakeholder meddling? Mark Kozak-Holland offers his views. 06/13
 
Toward a Competency Model for Program Managers - Part 2 by Ginger Levin and J. LeRoy Ward
In this Part 2, Ginger and LeRoy provide content for their proposed six Program Management Performance Competencies and eight Program Management Personal Competencies. The authors believe they have identified the units of competence required of program managers in most programs most of the time. 05/13
 
Toward a Competency Model for Program Managers - Part 1 by Ginger Levin and J. LeRoy Ward
Ginger and LeRoy explain the need for competent program managers and in this Part 1 describe their research in the development of their proposed model and what the model looks like. 04/13
 
The Real Role of Project Portfolio Management by Andy Jordan
Andy Jordan suggests that project portfolio management is not about delivering projects, it's about a true strategic function required to achieve an organization's intended destination. Andy explains why. 03/13
 
The New American Dream
Why Unleashing Your Inner Entrepreneur is the Only Way Out of This Mess by Gregory Downing
Can't pay the bills? Can't find a job? Perhaps the system is broken and what we have been taught is no longer valid. Gregory suggests the answer is a whole new way of thinking and offers 15 simple laws for becoming a successful entrepreneur. 02/13
 
A New PM System in a Major Capital Programmes Directorate: Case Study by Arnab Banerjee
London Underground has a vision of being a World Class Tube carrying four million passengers a day in a World Class City. This paper describes the methodology adopted for a new project management system where delivery is critical. 01/13
 
Critical Chain Project Management by Skip Reedy
Ever wondered what Theory of Constraints is really all about? Skip Reedy explains in very simple and obvious term its application as the underlying basis for Critical Chain Project Management (scheduling). 12/12
 
Redefining Project Management by Mounir Ajam
Mounir suggests that some of the common project management terms used in the practice of project management are not well defined resulting in damage to the practice of PM. Find out what and why. 11/12
 
Visions of the Future by Norman KK Ng
Want an insight into the future, 125 years from now? Or maybe just 50 years from now? The follow Norman's "visions" and look for his underlying messages. 10/12
 
Ten of the Toughest Conversations You'll Ever Have
From Confrontation to Calm: How to Ask Your Way Through Them by Andrew Sobel
Andrew identifies ten tough situations in which the best response is to counter with the right questions designed to diffuse the situation. Particularly useful in dealing with project stakeholders. 09/12
 
Should Project Managers be Professionally Licensed or Chartered? by Gareth Byatt, Gary Hamilton and Jeff Hodgkinson
Our authors put forward a number of considerations on this issue of professional licensing of project managers. How would it work? How would it compare with other professions? What would be the benefits and risks? 08/12
 
Achieving Consistent High-Level Business Results Part 2: Structuring a Sustainable Project Business Management Office by Dennis L. Bolles
In this Part 2, Dennis covers the detailed workings of a PMBO through Standardization, Capability, Execution and establishing PBM Maturity. 07/12
 
Achieving Consistent High-Level Business Results Part 1: Creating a Sustainable Project Business Management Office by Dennis L. Bolles
Senior management needs a structure for documenting and reviewing strategic planning and tactical information for creating an effective strategic business plan. Dennis recommends creating a PBMO for competitive advantage. 06/12
 
Building Better Quality Estimates by Kim Tremblay
Want to get into the group of PMs that heave learned the hard way? Check out these seven common estimating mistakes and how to avoid them. 05/12
 
CIOs: Take Heed of Project Portfolio Management in 2012! by Alex Adamopoulos
PPM is a business life cycle process, not a project management process. As such, Alex describes three challenges for management, five reasons why PPM will matter in 2012 and offers five tips for surmounting the hurdles. 04/12
 
Leadership Principles for Project Success by Thomas Juli
"Success" (in a project) is an enigmatic word. Thomas provides his view and, based on his experience, offers five simple yet powerful leadership principles that, if applied systematically, can help pave the way to project success. 03/12
 
Hessel Friedlander interviews SAP Project Manager Zvika Bash Insights into Managing Software Project Teams by Hessel Friedlander
Zvika is an Applications Manager at a large, multinational IT organization. He specializes in SAP Enterprise Resource Planning implementation projects. Zvika sheds light on his career, and his tips on managing software teams. 02/12
 
Cut the Noise and Cut to the Chase! Seven Tips for Streamlining Communication in Your Project Organization by Michael Feuer
See your project as a business? Then run it like a business! Information overload, some of it next to useless? Then consider using these seven strategies. 01/12
 
Agile Project Management: Answers to Questions on the Basics by Peter McBride
Peter offers advice on Roles and Responsibilities and a comparison between Conventional and Agile approached to project management. He also discusses the issue of Quality (equals "good enough") and the tactical importance of "Timeboxing". 12/11
 
Time's Up! What Do You Really Want? by John Baker
John claims that he has worked with hundreds of project management professionals, most quite talented but some completely incompetent. So we asked him to explain how his three key rules for communication could help, especially in eliciting requirements to ensure a successful project. 11/11
 
Pearls of Project Wisdom by Michael Cavanagh
In preparing for his latest book, Michael interviewed a number of experienced project leaders and gathered some valuable observations on project management, process and delivery, well worthy of careful consideration. 08/11
 
Seven Good Reasons for Rapid Growth of Project Management in IT by David L. Pells
expresses amazement at the growth of IT projects, massive investments, and PMI membership. All these are encouraging signs for the future - including project portfolio management and complex project management. 12/10
 
Leadership in the Context of Today's Product Life Cycle by Greg Strid
Greg discusses the proposition that "Leadership, management and team building, while all closely allied, are sufficiently different in the project environment that they require special study". 11/10
 
Project Portfolio Management Part 2: PPM Explained by Jamal Moustafaev
Jamal explains the three key criteria for projects in a portfolio, why each project should have a business case stage as well as a charter and the need for portfolio managers distinct from project managers. 10/10
 
Project Portfolio Management Part 1: PPM Illustrated by Jamal Moustafaev
Do you know why your organization needs project portfolio management? Jamal cites examples of why you do. 09/10
 
Do You Know Where Your IT Projects Are? by Yogi Schulz
Yogi describes 12 signs of impending IT project doom visible months before catastrophe strikes and suggests corrective actions to re-establish project success. 08/10
 
Project Management Credentials Compared - A Preliminary Analysis: Part 2 by Paul D. Giammalvo
In this Part 2, Paul presents his analysis, ranks 29 project management qualifications from around the world, comments on the limitations of his model and makes recommendations for further work. 07/10
 
Project Management Credentials Compared - A Preliminary Analysis: Part 1 by Paul D. Giammalvo
Have you ever wondered how the various project management credentials available in the market stack up one to another? Paul presents his preliminary analysis. 06/10
 
Project Manager's Promises and Work Performance Assessment by Steve Jenkin
Steve's thoughts on a project manager's promises "To make it happen" and the consequent "Professional's Performance Paradox". 05/10
 
Westland's Great Advice Collection: Four Short Guides by Jason Westland
Jason provides you with four short guides to Project Manager Goals; Step-by-Step Project Management; Creating a Communications Plan; and Writing Great Project Documents. 04/10
 
PMBOK® Guide Fourth Edition - Unraveling Project Reserves by Roger L. Parish
Ever felt that you needed an explanation of project cost management, specifically how to deal with contingencies and reserves? Read Roger's explanations and recommendations for good practice. 03/10
 
How to Gain Value from a Project Management Model: Case Study by Eva Riis and Pernille Eskerod
Use of PM models create value, but what are the necessary preconditions to sustain value? Eva and Pernille explore this question in depth. 02/10
 
Behavioral Profiles of Successful Project Managers - A Pilot Research Study by Paul D. Giammalvo, Ph.D. and John Suermondt
Are you really a "natural" project manager? Are your behavioral attributes aligned to project success? Paul discusses this fascinating topic as an outcome of his in-depth research. 01/10
 
Managing Construction Projects: Best Practices in Good Times and Bad - Part 2 Revay and Associates Limited
Further to Part 1, this Part 2 looks at pricing, scheduling, and performance issues among others. 01/10
 
Managing Construction Projects: Best Practices in Good Times and Bad - Part 1 Revay and Associates Limited
Experienced Revay authors provide valuable advice on dealing with some of today's key issues in managing construction projects in the current economic climate. 12/09
 
Managing Canada's Underground Infrastructure: A Paradigm Shift Needed by Bruce Hollands
Projects galore! Bruce draws attention to the looming need for water and wastewater infrastructure replacement and upgrading across Canada. 12/09
 
Is Project Management a Profession? If Not, What Is It? by Paul D. Giammalvo, Ph.D.
Paul collects solid data to show that, in 2004 at least, the practice of project management is not a "profession" in the classic sense until project managers can demonstrate trust, fiduciary responsibility and successful delivery better than 80% of the time. 11/09
 
A New Model of Project Portfolio Management by Gary J. Summers, Ph.D
A test model to provide feedback from your portfolio of results with a view to improving your project portfolio selection and management. 10/09
 
Nanotechnology, Toxicology and the Consumer: Hope or Health Risk? by W. Shane Journeay, Ph.D
Could nanotechnology be the next "Big Thing" in new technologies? Shane describes the possibilities and expresses his concerns over the dangers. 09/09
 
Implementing Project Management at a (Very) Functional Organization: Case Study by Jamal Moustafaev
Jamal presents a very real situation as a very useful case study illustrating typical difficulties experienced by management short on project management and portfolio management disciplines. 08/09
 
The PMBOK® Guide Fourth Edition: An Analysis - Part 2 by Muhamed Abdomerovic
In this Part 2, Muhamed describes his findings in detail and offers suggestions for improvement in the next update. 07/09
 
The PMBOK® Guide Fourth Edition: An Analysis - Part 1 by Muhamed Abdomerovic
An in-depth study of the PMBOK® Guide Fourth Edition focusing on improvements and deficiencies since the third edition especially in reference to its output/input systems approach. 06/09
 
The Mysterious S-curve by David Garland
The S-curve is a powerful project management control tool. This paper explains what the mysterious S-curve is, why it is an important project management tool, and how to generate one. 05/09
 
The Story Behind the High Failure Rates in the IT Sector by Robert Goatham
Studies suggest that failure in IT is higher than in engineering. Given we use the same basic PM tools, does that mean IT projects are "different"? Robert explores this question and suggests organizations should look to developing decision-making expertise. 04/09
 
Ten Essential Steps to Delivering Successful Programs by J. LeRoy Ward, PMP, PgMP
An organization's ability to execute major initiatives successfully are ripe with business, leadership, management and technical challenges requiring proficiency in program management. 03/09
 
Project Lessons from The Great Escape: Case Study - Part 2 by Mark Kozak-Holland
In this Part 2, Mark examines the Escape saga from the perspective of project risk management. The paper concludes with five suggested team exercises. 02/09
 
Project Lessons from The Great Escape: Case Study - Part 1 by Mark Kozak-Holland
Project managers can learn from past projects, even though the examples cited are not necessarily recognized as projects. The Great Escape is a gripping example. 01/09
 
Requirements of the Project Management Office Thomas B. Clark
To support their project managers and increase their success rate, companies create and staff a "project management office". But what are the specific responsibilities and requirements for such an office? 12/08
 
Project Management Career Path Greta Blash and R. Max Wideman
There are various levels of project managers, and various sizes and complexities of projects. As more experience is gained on smaller less complex projects, promotions to more senior levels become possible. 11/08
 
Wellington County Recreational Complex: Case Study Ron Leduc
Ron's case study, for the benefit of student's and instructors, is drawn from a controversial economic development project. The case is, of course, entirely fictitious but the challenges described are not uncommon. 14 study questions are included. 10/08
 
Prioritization and Scheduling Based on Value Bob McMurray and Steve Chamberlin
Bob and Steve emphasize that completing a project in portfolio management is not the real challenge. Rather, it is choosing the right project in the first place. Value should be the criterion. 10/08
 
Pension Funds and Toll Roads - A Potentially Good Fit Robert W. Poole, Jr.
Maintenance or replacement, upgrading and expansion of our infrastructure in North America are long overdue if we are to meet the needs of an ever-increasing population. But where will the money come from? Robert Poole proposes long-term toll concessions. Read how. 09/08
 
What is a PM Methodology? A Search for Efficiency, Consistency, and Performance Stacey A. Goff
Do you know why you should use a consistent project management metholodoly? Stacey gives you ten good reasons. 08/08
 
Testing Your Judgment in Making Decisions Lev Virine and Michael Trumper
Have you ever wondered how good you are at making project decisions? Take this quiz and find out - then read the book! 07/08
 
What is Not a Project? A Primer for Embracing Project-Based Work Randall L. Englund
Randy takes us back to project management basics by positing that not much is not a project and the reasons why. He goes on to draw the analogy in nature of growing a fruit tree. 06/08
 
Portfolio Management - Aligning Projects with Corporate Strategies and Values Don J. Wessels, PMP
Don discusses the real key to project selection and prioritization in project portfolio management: by maximizing business value through a robust business case. 05/08
 
DBM & Personality Types: A Supplementary Explanation Mark Seely
In response to a visitor's question, the authors of the Dynamic Baseline Model for Project Management answer the question: "How is the DBM model related to personality type and project leadership?" 05/08
 
Making Every Word Count - Sage Advice for Project Managers Lindsay Camp
Sound lessons in communicating for project managers - and others. 04/08
 
Lessons of Boston's Big Dig Nicole Gelinas
America's most ambitious infrastructure project inspired engineering marvels and colossal mismanagement. 03/08
 
Good News From Iraq Capt. Steven J. Lucks (Ret.)
Building a greenfield data center is a challenge. Building it in an eastern war zone is an even bigger challenge. 02/08
 
The Job of the Project Manager Robert Youker
A project manager must know his/her specific duties. Bob provides comprehensive descriptions for on-the-job tasks, Terms of Referece and a Project Charter for organizational relationships. 01/08
 
Developing IT Project Metrics from the Top Down Michael R. Wood
"It'll be done when it is done" is just not good enough. Project managers must know when. Step up to the Metrics Challenge by following Michael's good advice. 11/07
 
The Purposes and Methods of Practical Project Categorization - Part 2 Dr. Russell Archibald
In this Part 2, Russ describes his project categorization in detail according to various parameters and concludes that to be useful any categorization scheme must be hierarchical and directly related to specific needs. 10/07
 
The Purposes and Methods of Practical Project Categorization - Part 1 Dr. Russell Archibald
Russ recommends a systematic approach to a project classification system, proposes a matrix, and explains why it is needed. 09/07
 
Distinguishing PM Competence in Training and Development, Organizational Assessment and Certification Stacy A. Goff
Stacy shares a perspective gained in 24 years of training, coaching, and assessing factors leading to demonstrated project management competence. 08/07
 
In Search of Project Portfolio Management Processes Stephen Rietiker
Stephen, originator of The KEY-9 Landscape describes his search for tangible PPM processes, his findings (not much), goes on to offer an alternative model, and invites readers to review and contribute. 07/07
 
The Value of Project Management Certification Dr. Lewis Ireland
Lew makes his case for project management certification based on who benefits, who provides it, and on what standard. 06/07
 
Legal Project Management - Developing and Managing the Scope of Work, Schedule, Budget and Communications for Legal Transactions and Dispute Resolution Douglas C. Allen
Douglas shows how to apply project management to legal matters generally. 05/07
 
Applying Project Management to Litigation and Discovery Management Lauren A. Allen, PMP
Lauren applies project management to litigation specifically. 05/07
 
The Chaos Report - Reality Challenged Jim Highsmith
Jim challenges the wisdom of the Standish Group's often quoted Chaos reports about software project failures. 04/07
 
PRINCE2, 2005 Edition: Author Colin Bentley's Observations on Our Book Review (Part 2) Colin Bentley
Colin continues his counter arguments with our original Book Review text. 03/07
 
PRINCE2, 2005 Edition: Author Colin Bentley's Observations on Our Book Review (Part 1) Colin Bentley
Colin takes issue with some of our observations on the PRINCE2 (2005) standard project management method. 02/07
 
Must Project Managers be Subject Matter Experts? Hessel Friedlander
Hessel provides his view on this intriguing and controversial question, backed by his research. 01/07
 
Managing Project Scope - Part 3: Control Means Maintaining Baselines as the Scope Evolves, Walter A. Wawruck
Walter outlines a framework of principles and procedures for controlling the scope of a project. 12/06
 
Managing Project Scope - Part 2: A Neglected Dimension of Effective Performance on Diverse Projects, Walter A. Wawruck
Walter reviews the scope literature of the day and makes observations based on his own extensive experience, including application and use of WBS. 11/06
 
Managing Project Scope - Part 1: A Neglected Dimension of Effective Performance on Diverse Projects, Walter A. Wawruck
Walter describes the findings of his landmark research into the importance of project scope, its meaning and how effective scope management affects time and cost. 10/06
 
Learning from Japan: A Different Approach to Project Cost Accounting, Om P. Kharbanda
Project cost accounting, not the same as corporate accounting, is an essential feature of project management. Could the approach be different? Om describes what he learned from Japan's cost management practices. 09/06
 
Event Chain Methodology in Project Management, Lev Virine
Lev explains how Event Chain Methodology is a practical method for modeling uncertainties in various time-related business and technological processes. 08/06
 
PMBOK® Guide 2004 and PRINCE2™ 2005 Compared, Colin Bentley
Colin is Chief Examiner for UK examinations in the PRINCE2 project management methodology of which he wrote a major part and its subsequent revisions. He presents a detailed comparison of the UK and US documents. 07/06
 
Project Success: Looking Beyond Traditional Project Metrics, Brian K. Willard
Project management has traditionally measured project success by: "On Time, On Budget and to Specifications". Brian explains the limitations of these metrics and suggests better ones, especially for IT projects. 06/06
 
Markup and its Effect on Project Communications (Putting an Important Resource in a Historic Light), Barry Schaeffer
Barry explains "markup" as it applies to modern web page coding, its evolution in the context of communication history, and its value in today's information projects and products. 05/06
 
Filling the Infrastructure Gap: How Public Private Partnerships Benefit Taxpayers, Sara MacIntyre
Money for public projects, especially large infrastructure projects, seems to be a common refrain these days at a time when the public seems distrustful of government spending. Sara explains the application and benefits of P3s. 04/06
 
Project Miner: Case Study, A. Lathif Masood
Lathif has kindly provided an interesting and challenging case study for the benefit of project management students and their instructors. You may need some personal practical experience to get the most benefit. 04/06
 
Holy Grail? Holy Cow More Like - Or What Best Practice? Might Be?, Alan Harpham
Alan challenges Max's thoughts on the Holy Grail of Pproject Management and presents some of his own thoughts on the issue of project management best practice. 03/06
 
The Dynamic Baseline Model for Project Management - Part III, Mark A. Seely and Quang P. Duong
In this final part of Mark and Quang's informative presentation, they describe five paradoxes that emerge as you move up the scale to Management by Values and beyond. 02/06
 
The Dynamic Baseline Model for Project Management - Part II, Mark A. Seely and Quang P. Duong
The DBM model sets expectations at different levels of project complexity. This Part 2 describes the Lowest Management Level, Expectation of Success, an extrapolation of the model, and the authors' observations. 01/06
 
The Dynamic Baseline Model for Project Management - Part I, Mark A. Seely and Quang P. Duong
Mark and Quang's DBM model provides a valuable framework for progressive levels of learning and practice based on management by rules, by methods, by objectives and by values. Hence it sets expectations at different levels of project complexity. 12/05
 
Why Do We Need Project Portfolio Management (PPM)?, Harvey A. Levine
Harvey observes that the questions CEOs want answered are: What is our optimum mix of projects, how many support strategic objectives and what value do they bring to shareholders?. Harvey explains how. 11/05
 
Community of Practice: Wave of the Future for Project Management?, Tony Kippenberger
Tony describes the concept, origins and merits of "Community of Practice", its link to knowledge management and its three fundamental elements. 10/05
 
Virtual Teams: Getting beyond Email, Brad M. Jackson
Brad explains why Email and collaborative technologies have not worked effectively for projects. He describes a Digital Group Memory (DGM) technology that meets the needs of dispersed teams but users must adopt a new competency. 9/05
 
The PMBOK® Guide Third Edition: An Analysis, Muhamed Abdomerovic
Muhamed makes a powerful case for immediate amendment of the recent issue of the Project Management Institute's Guide to the Project Management Body of Knowledge 3rd. Edition, and states that this should be done in two stages. His conclusions are based on a thorough and scientific review of the document. All readers of the document should be aware of the problem areas that he explains in detail. 7/05
 
Powerful Project Management: A Balanced Blend of Art and Science, Matt Klein
Matt points to the massive projects of the past and laments the high level of failure in information technology projects of the present. He asks if that could be due to a shortage of IT experts knowing the art of getting things done. 6/05
 
On the "Cult of Design", Kate Jones
As an entrepreneurial designer of game puzzles, Kate expresses her views on the reaction of customers to new products and her insights into managing her own work. 5/05
 
Designing and Installing a Project Management Information System in a Developing Country's Ministry of Education, Bob Youker and Ronald Ng
Bob describes how it was possible to design and install a project management information system using the Microsoft Office suite of software in a developing country's Ministry of Education with limited authority and resources. 2/05
 
Did Everything Right but Got it Wrong - A Case Study, Hessel Friedlander
When you really try to do everything according to best practice, and have your client's approval all along the way, it is very disappoinging to find that you have still got it wrong. Hessel provides a real-project case study that should provide for thoughtful discussion. 1/05

Earned Value Technique Sparks Discussion,  
Several writers exchange thoughts on trying to make practical sense of the earned value technique. If you want to know what all those acronyms mean, this is a good place to start. 12/04
 
Construction Claims and Contracting Strategies, Bryan S. Shapiro
Bryan developed this paper for a construction industry audience. However, the problems and risks he identifies with inappropriately formulated contracts should be of concern to anyone involved in contracts for any kind of large project. We are privileged to be able to pass along his professional advice on Guiding Principles of Risk Allocation. 11/04
 
Assignment Revamp: The Challenges of a Chemical Plant Upgrade, Tim Corman
In the coming years we can expect to see more and more rehabilitation, renewal, renovation, or revamp projects. These will replace existing and aging infrastructure and facilities. These "revamp" projects, as Tim calls them, present a particular challenge because the site is not "clean and green" to start with and existing production and services must be maintained during the upgrade. Tim describes the case of a makeover for a chemical process plant. 10/04
 
Strategic Design for Running Projects - Part 2, Lawrence A. Bennigson
In this Part 2, Lawrence continues his discussion focusing on project integration and the need for visibility, personal and professional security, strategic trade-offs, some example success criteria and the selection of key management positions. 09/04
 
Strategic Design for Running Projects - Part 1, Lawrence A. Bennigson
This paper was originally presented in Innovation magazine in 1971, but recently brought to our attention by Bob Youker, World Bank (retired.) Even though written over three decades ago, we think that Lawrence's advice is just as relevant today. Part 1 includes managing the project, strategic design of a cost management system, success criteria and system evaluation. 08/04
 
Project Management State of the Art - 2004
Part 4: Project Management in the Next Five Years, Russell D. Archibald
Russ completes his paper with his projections for project management in the next five years, the prospects for competition and his perspective on relevance and variations in the application of project management around the world. The paper includes a comprehensive list of references. 10/04
 
Project Management State of the Art - 2004
Part 3: Project Management and People, Russell D. Archibald
Russ continues his paper with a discussion of practitioner capabilities, working in project teams and issues surrounding project management as a discipline or a profession. 09/04
 
Project Management State of the Art - 2004
Part 2: Applications, Practices & Tools, Russell D. Archibald
This month Russ Archibald looks at areas of project management application within industries, different project categories and their respective project life cycles. He also looks at the nature and current status of project management control tools. 08/04
 
Project Management State of the Art - 2004
Part 1: Project Management within Organizations, Russell D. Archibald
Long-time project management guru, Russ Archibald, provides us with sweeping coverage of the international project management scene. In this Part 1 he looks within organizations at the characteristics of projects, programs, and portfolio management, as well as organizational capabilities and maturity. 07/04
 
Risk Management for the Sigmaphobic: Managing Schedule, Cost, Technical Risk & Contingency, Harvey A. Levine
Harvey has a problem with the sigma character and suggests a more pragmatic approach to managing schedule, cost, technical risk and contingency. 06/04
 
Impediments to Defining Stakeholder Needs, Cyril Souchon
Based on the experience in his practice, Cyril discusses the challenges of capturing and defining stakeholder needs and how he deals with it, especially where those requirements are vague or even contradictory. 05/04
 
Manage Software Development Better: Implement a Weekly Build and Smoke Test, Mohan Srinivasan
On a major software development project, Mohan faced the typical risk of schedule and/or effort overrun. His team recognized the need to do something radical. They devised a "Weekly Build and Smoke Test" tool and succeeded in delivering a productivity improvement of 50%. 04/04
 
Choosing the Wrong Portfolio of Projects: And what your organization can do about it - Part 6, Lee Merkhofer
In this last part of his six-part paper, Lee presents his summary recommendations and describes the two pitfalls that must be overcome to successfully introduce effective portfolio management into the organization. 03/04
 
Choosing the Wrong Portfolio of Projects: And what your organization can do about it - Part 5, Lee Merkhofer
In this fifth of a six-part paper, Lee discusses the fifth reason: Inability to arrive at the portfolio with the highest risk-adjusted value within the available resources, and how to go about it. 02/04
 
Choosing the Wrong Portfolio of Projects: And what your organization can do about it - Part 4, Lee Merkhofer
In this fourth of a six-part paper, Lee discusses the fourth reason: Lack of attention to risk, and what to do about it. 01/04
 
Choosing the Wrong Portfolio of Projects: And what your organization can do about it - Part 3, Lee Merkhofer
In this third of a six-part paper, Lee discusses the third reason: Lack of the right metrics, and what to do about it. 12/03
 
Choosing the Wrong Portfolio of Projects: And what your organization can do about it - Part 2, Lee Merkhofer
In this second of a six-part paper, Lee discusses the second reason: Failure to see the forest for the trees, and what to do about it. 11/03
 
Choosing the Wrong Portfolio of Projects: And what your organization can do about it - Part 1, Lee Merkhofer
This is the first of a six-part paper of considerable interest to senior executives. Lee will describe reasons why organizations typically fail to arrive at an optimal project portfolio. Later, he will show how to implement practical selection processes to return maximum value as a whole. 10/03
 
Change Management and Projects, Steve Slusarenko
Steve discusses change management as a project in its own right and how that relates to the successful delivery of projects. 09/03
 
Quest for the Cup - Project Management Parallels in the Hockey World, Rob Nelson
Why should we think of project teams as only those who manage and actually perform the tasks that build the deliverables? 08/03
 
Ready for a Change? Select the Right Style of Leader, Jan Katz
Turnaround is a painful process which requires an organization willing to license the leader to take necessary action. 07/03
 
First Principles of Project Management, Lauri Koskela and Gregory Howell
This thoughtful review and commentary on Max Wideman's original First Principles paper makes interesting reading and useful suggestions for improvement. 06/03
 
A Rationale and Structure for A Project Management Body of Knowledge - Part 3, Eric Jenett
In Part 3, Eric presents his proposal for a globally acceptable PMrBoK structure 07/03
 
A Rationale and Structure for A Project Management Body of Knowledge - Part 2, Eric Jenett
In Part 2, Eric goes on to define the job of project management, the customer for a PMBoK, what that customer does and structural considerations for a related body of knowledge. 06/03
 
A Rationale and Structure for A Project Management Body of Knowledge - Part 1, Eric Jenett
In some carefully-considered thoughts, Eric provides a background to this topic, describes what projects are, and are not, and discusses the project life span. 05/03
 
The Glory of Pisa - A True Parable of Project Management, Kimberly Gerson
Max first wrote about the Leaning Tower of Pisa in a tongue-in-cheek Max's Musings. Now, Kimberly Gerson has done some serious research on the "Pisa Project" and presents it here for your enlightenment. 04/03
 
Defining the Hierarchy of Project Objectives - Linking Organizational Strategy, Programs and Projects, Robert Youker
Having a clear and concise definition of project objectives early in the life cycle is an important ingredient for success. 04/03
 
Bridging the Gap between Corporate Strategy and Project Management
Alan Harpham
This paper explores the development of program management out of project management and defines program management as "a set of related projects with a common strategic goal or aim". Pt1 02/03, Pt2 03/03
 
Globalization of the Project Management Profession,
David H. Curling
A brief review, insights into professional certification processes, standards, world wide professional organizations and thoughts on the challenge, opportunities and impediments to a global project management profession. (Original presentation, 1998) 10/02
 
Can A Project Manager be a Servant Leader? A Reflective Critique, Barbara A. White
Can a project manager be submissive to those on his or her project team, and still be a leader? The author looks at the definitions, characteristics and responsibilities of a leader, manager, a project manager, a servant, and a servant leader and draws some interesting conclusions. 07/02
 
Expert Project Management - An Improved Project Lifecycle Model, Edmund Fish
The project lifecycle is a pivotal concept in the understanding of projects, mapping out the progress of the project from birth to death. However, there seems to be an almost endless confusion over what the project lifecycle is. 04/02
 
Expert Project Management - The Difference between Different Types of Projects, Robert Youker
The dictionary defines "classification" as the systematic grouping into categories by shared characteristics or traits. Project management needs a classification system for different types of projects so that we may communicate effectively. 04/02
 
What CEOs Must Demand To Compete and Collaborate in 2005, Russell D. Archibald
This paper is intended to provide chief executive officers and other senior executives with the understanding of what they must demand regarding project management within their organizations, today and in coming years, to compete and collaborate effectively within the realities of the Internet Age. 03/02
 
Does Your Company Need A CPO? A Case for the Central Project Office and a Chief Project Officer, Harvey A. Levine
Project Management is one of the fastest growing, widely recognized trends of the last decade. But it has been accompanied by increasing frustration about the way that project management is being implemented in those organizations that have recently come to embrace this discipline. 07/01
 
Economic Development, Social Spending and Project Management, Andre Philip van der Merwe
Social development in conjunction with economic development must be balanced by education in project management. Project management that brings people together from diverse cultures, religions, social levels, and education levels to effectively and efficiently reach set objective. Project management, where people are managed so that they can manage their work, is the key to our future. 06/01
   
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