Max Wideman has a Special Affiliation Agreement with Tom Mochal, President of TenStep, Inc. Max is particularly impressed with Tom's work on developing a practical project management methodology. The methodology is simple, scalable and straightforward - something that is sorely needed in the PM domain.

Click HERE, or on the logo above, to find out more.


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The views expressed are those of the contributors and no responsibility is accepted for the accuracy or reliability of the content or the results of its application.

Site last updated
November 1st, 2014

Welcome to my project management site
PM Glossary version 5.5 is the latest version!
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New information added monthly

November 2014 - In Part 3 of Robert Goatham's Guest paper on Lessons in Learning, he claims that it is possible to train people in higher order thinking skills — inspite of strong resistance, that is to be expected.

In Part 4 of our Paper on Defining Project Success, we summarize contributors' thoughts on project success, and provide suggestions for resolving the main issues.

In Part 3 of our Musings on Implementing a Standard Project Management Methodology, Larry differes from Max on his views of the project life span. The project life span is not the project, it is the project that passes through the required (governance) life span. He has other differences and questions.

October 2014 - In Part 2 of Robert Goatham's Guest paper on Lessons in Learning, he eschews "tools and techniques" training in favor of even higher "Higher-Order Thinking Skills". These are the essential skills for project managers to manage large and complex projects. The costs of such training should be judged against the costs of project failure.

In Part 3 of our Paper on Defining Project Success, respondents to the discussion distinguish between successive levels of the typical corporate management hierarchy and how each views "success" differently. The difference between "project success" and "product success" is also an issue. Read the discussion for valuable insights and examples.

In Part 2 as a follow up to last month's Musings on Implementing a Standard Project Management Methodology we discover, among other things, that not everyone interprets the word "project" the same way — and some even see "project management" differently.

September 2014 - Author Robert Goatham has specialized in the study of failed projects. In Part 1 of his 4 part Guest paper on Lessons in Learning, he introduces his experiences of IT project failures and the need, not just for training, but for the development of advanced skills required for managing complex projects.

Our Paper on Defining Project Success moves on in Part 2 of 4 to search for real definitions of "project success". "Scope creep", along with an interesting analogy, also enter the discussion.

In Musings Max invites one of the participants to recall what he learned from a lengthy but interesting discussion on LinkedIn on the merits of Implementing a Standard Project Management Methodology (Part 1).

Helpful information for people in a hurry

It is not for me to tell you how to run your project — that's your decision. Nor am I trying to teach you project management — there are plenty of excellent books and courses to do that. You see, any fool can make things complicated, my goal is to keep it simple! Nevertheless, there are over 12,500 pages of project management information on this site and, to find what you are looking for, either:

  1. Go to the broad subject areas shown by the links at the top of the left sidebar
  2. Go to the site map for links to all of this site's content listed by PM topic, or
  3. Use the Search My Site link on the left of each page to reach the Google search panel

Our ultimate goal: More successful projects because more products are successful.

Checklists aka "Issacons©"

Issacons stands for Issues and Considerations and are sets of slides providing summary information responding to a specific question associated with a particular project management topic.

Designed to save hours of searching when all you want is a simple checklist, they provide the reader with succinct information. Issacons are more detailed than a plain bulleted list.

Tip: To view a slide as text, click the "A" button on the right side of the slide.

Max's Musings

My thoughts on various incidental project management topics.


Project Management Glossary

A free-on-web comparative glossary (version 3.1) designed to show how many common terms mean different things to different people, thereby leaving you free to create your own distinct version for your particular project.

Guest Articles

Points of view from other contributors.

Max's Papers and Books

Papers and Book Reviews: Thought provoking and valuable insights into project management. Books I have written.

About Max

Project management tip of the month

The sea gull management principle: Fly in, poop all over everyone, and fly out.


Project Management 101Project Management 101
Start here for a fun edutoon series on project management — things you should know but may have forgotten.

The Wideman Education Foundation ("WEF" 2007) is a registered charity tax-exempt status under the Canadian Federal Government Income Tax Act. WEF offers a win-win opportunity for donors and sponsors with a simple value proposition:
• Project competitions that introduce high school students to basic project management skills and experience
• Identification of enthusiastic students capable of teamwork and team leadership that benefit both family and community
• Planting the seeds of a future project-ready workforce for companies in need of project talent

"Great oaks from little acorns grow"
Find out more HERE

The Wideman Comparative Glossary of Project Management Terms
Access to version 3.1 is free and available on this site. Version 5.5 is available for sale. Click these links to find out MORE and order YOUR COPY.

Management Framework for Project, Program and Portfolio Integration
expands on my original well-known book A Framework for Project and Program Management Integration published by the Project Management Institute in 1991. Find out more HERE. Also available as an E-Book. Order your copy HERE.
ISBN-10: 1412027861
ISBN-13: 978-1412027861

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