July - August 2004 Featured Papers
Achieving Common Leadership and Infrastructure through the Program Management Office
The Program Management Office (PMO) is an innovative approach for providing leadership and infrastructure for managing and controlling multiple product development programs in order to improve time-to-market and profitability results. Understanding and characterizing the operation of the PMO provides the ability to utilize a systematized approach for managing diverse teams and programs, standardizing tools and processes, centralizing coordination and control, and providing for ease of access of program-related information. Achieving Common Leadership and Infrastructure through the Program Management Office will describe the key elements of the PMO and how they are effectively integrated into a manageable system. Considerations for managing simultaneous product development efforts up to and including a worldwide, distributed team environment will also be discussed...
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 4: PROJECT MANAGEMENT IN THE NEXT FIVE YEARS
Russell D. Archibald
This discussion has attempted to present an understanding of what is happening
on the various frontiers of PM around the world, and to give the reader readily
accessible references (via the Internet wherever possible) to further detail
on each topic. It is certain that there are pertinent topics that have not
been covered, either in the interest of brevity or the lack of awareness by
the author, who will greatly appreciate having these omissions brought to
his attention.
The discussion of each of these major topics hopefully conveys a reasonable picture of where we stand today in relation to each of these dimensions of PM. Here are a few conclusions and cautious predictions about where the discipline of PM will be in the year 2008.
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
Project Manager: The Competent Professional
Lew Ireland, Principal, The Omega Group
Assessing a project manager's competence too often is a subjective process that bears little resemblance to actual organizational needs. The shortfall in guidelines and standards for a project manager's performance limits any objective assessment.
Competence in professional disciplines is receiving more attention in literature and more interest in the organizations. In the past, job knowledge alone achieved by experience or training in specific areas has been viewed as the same thing as competence and the key to productivity. Similarly, project management knowledge of itself is also often equated with project management competence. If this is true, why then are there still so many project failures despite significant advances in project knowledge over the past 20 years? It must be because project management knowledge alone is not competence.
Knowledge is power. Sir Francis Bacon late 16th Century
Competence is power plus. Lew Ireland, 2004
What is competence?
Read the full text of Lew Ireland's article "Project Manager: The Competent Professional"