November - December 2004 Featured Papers
Program and Project Management: Understanding the Differences
Russell Martinelli and Jim Waddell
It is not uncommon for the terms “program” and “project” management to be used interchangeably. Unfortunately, this leads to confusion between the two disciplines as well as a misunderstanding of the true distinctions between them. Volumes have been written about project management, but little has been written about program management besides an occasional reference to program management as the “management of multiple projects”. This article will describe the distinction between program and project management, demonstrate what it really means to manage multiple projects, and provide examples of how both program and project management are utilized to deliver high impact products in the high technology industry.
About the Authors:
Russ
Martinelli, Manager of Program Management Methods at Intel, has many years
of experience in System Engineering, General Management, and Project and Program
Management in the high-technology and aerospace industries. Russ is the chairman
of Intel's Program Management Community of Practice, and an Adjunct Professor
for IT Business Systems at the University of Phoenix in Portland, Oregon.
russell.martinelli@intel.com
Jim
Waddell, independent consultant and former Director of Program Management
for Tektronix, Inc. Jim has held a wide spectrum of managerial and operational
roles ranging across engineering, marketing, systems and manufacturing in
the high tech, energy and construction industries. Jim has taught classes
at various universities, and has been a speaker at numerous conferences nationwide.
james.w.waddell@exgate.tek.com
The State of the Art in Project Management 2003 - Part 3: PM and People
Russell D. Archibald
The practice of project management (PM) has evolved over half a century and permeates all industries, institutions and governments throughout the world. This paper conveys a picture of the state of the art in this management discipline near the end of 2003, and provides some predictions of the direction of its continued evolution over the next five years.
The three topics discussed in Part 3 are::
Part 3-1 - Individual Capabilities in Project Management
Part 3-2 - Project Teams
Part 3-3 - The 'Profession" of Project Management
Acknowledgement: The author wishes to acknowledge with grateful thanks the contributions of four colleagues to parts of this paper: David H. Curling, Alan Harpham, David L. Pells, and R. Max Wideman. Please see their references for brief information on their qualifications.
About the Author:
Russell
D. Archibald , PMP, Fellow PMI and APM/IPMA, M.Sc. has held engineering
and executive positions in the defense, aerospace, refinery construction
and operations, automotive manufacturing and telecommunications industries.
He has consulted in project management to companies and agencies in twelve
countries on four continents, and has taught project management principles
and practices to thousands of managers and specialists around the world.
russell_archibald@yahoo.com
http://www.russarchibald.com
Identifying Best Practices in Information Technology Project Management
Prepared by: Yongxue Cai,Sunny Ghali,Michael Giannelia,Aaron Hughes,Adam Johnson and Tony Khoo
This paper documents Project Management Best Practices specific to the Information Technology sector. The paper is the culmination of research efforts [between January & April 2003] performed by diverse industry practitioners as part of their individual academic pursuits in Project Management, Business Administration, and Continuing Education Graduate Programs at the University of Calgary.
The research team gathered information through an extensive interview process that involved eighteen Project Management professionals from various industries within the IT sector (including telecommunications, construction, software/hardware, and finance). These project management professionals were in various levels of management (project managers, directors, and senior executives) and were also part of projects that spanned the globe (including Canada, USA, Asia and the Middle East).
The purpose of this paper is to communicate Project Management practices in use today, the advantages and consequences of such practices, and the skills sets that must be explored in an effort to contribute to the progressive evolution of Project Management.