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Featured Papers - August 2006
- Planning, Scheduling and Controlling the Efforts of Knowledge Workers by Russ Archibald
- Adapt to Change. Adopt Profitability by Victor Siegle
- Projects without Borders: Gathering Requirements on a Multi-Cultural Project by Elizabeth Larson and Richard Larson
- Managing Project Risk – The Easy Way by Curt Finch
- Manage Your “PMP Exam Study” Project by James Brown
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full text of featured papers are available as PDF files. Click on the full
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PLANNING, SCHEDULING AND CONTROLLING THE EFFORTS OF KNOWLEDGE WORKERS
by Russ Archibald
This paper was first presented at the Seminar in Advanced Project Management Concepts, the event that birthed the Project Management Institute in Atlanta, Georgia, USA, in October 1969. Incredibly, it is as true today as it was then. pmforum.org proudly republishes this paper both in recognition of its historic value and as a tribute to its author, one of the founders of modern project management, Dr. Russell Archibald.
Managing
projects is, without question, a difficult job. It is a rare organization
these days that is satisfied with its performance on projects in meeting
the schedule and budget, achieving the desired quality of the end result,
and controlling the effort without too many buckets of blood sloshed
around mahogany row.
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 is one of five founding PMI Trustees, PMI member number 6; author of Managing High-Technology Programs and Projects, 3rd ed, Wiley 2003 (to be published in Russian, Italian and Chinese in 2004); co-author of Network-Based Management Systems (PERT/CPM), Wiley 1967. Contact: russell_archibald@yahoo.com or http://www.russarchibald.com
ADAPT TO CHANGE. ADOPT PROFITABILITY
by Victor Siegle
Project-based organizations realize that customer-focused project management is far superior to product-centric project management. In other words, "the customer is always right". This famous adage that puts your customers' wants and needs first has always been a motto for project managers. However, never has this saying been more critical to the success of project-based organizations than in the current, unyielding pace of business.
Project managers are faced with an unenviable challenge. Everyday, they are tasked to ensure that all facets of a project are working harmoniously for the common good - delivering a quality end product for the client in a timely manner and within budget. This involves managing schedules, budgets, people, and deadlines.
Being the primary contact point for clients, project managers understand that customers will only remain loyal when they get their needs met, fast. This still holds true even if the client decides to change a detail in a project that is already in progress. Worse, the client is still right even when making a change toward the end of the project or when certain phases are nearing completion.
Read the full text at Adapt to Change. Adopt Profitability
About the Author:
Victor
Siegle is President and CEO of Management Software, Inc., developer of JobOrder™ business process management software for project-based businesses on Windows
and Macintosh. Management Software is based in Cortland, New York where it
has provided vertical market applications and custom programming services
since 1989. A Yale University graduate, Mr. Siegle is a subject matter expert
regarding the use of technology for effective project management and optimal
business productivity. He can be reached at Victor_Siegle@JobOrder.com.
PROJECTS WITHOUT BORDERS: GATHERING REQUIREMENTS ON A MULTI-CULTURAL PROJECT
by Elizabeth Larson and Richard Larson
One of the most difficult tasks project managers and business analysts face is obtaining customer requirements. Even when business customers and the business analyst work in the same building, misunderstandings are bound to arise. It’s a challenge to ask the right questions, get the right people involved, and document unambiguous requirements, regardless of the backgrounds of those participating. When the project includes multi-cultural stakeholders, particularly if they comprise a virtual team working in geographically dispersed areas, the job becomes much harder.
Some of the challenges facing project managers and business analysts are not unique to multi-cultural projects. However, personal agendas, conflicts about roles and priorities, and availability worsen the situation. In addition, recent studies have shown that almost half of the typical project budget is spent reworking requirements defects. While there are many underlying reasons for this rework, dealing with a group of multi-cultural business customers and/or project team members can create significant hurdles.
Read the full text at Projects without Borders: Gathering Requirements on a Multi-Cultural Project
About the Authors:
Elizabeth
Larson and Richard Larson, co-principals of Edina-based Watermark Learning,
have over 25 years each of experience in business, project management, business
analysis, and training/consulting. They have presented numerous workshops,
seminars, and presentations to over 10,000 participants on project management,
requirements analysis, and related subjects.
Contact Elizabeth Larson at elarson@watermarklearning.com
Contact Rich Larson at rlarson@watermarklearning.com
MANAGING PROJECT RISK – THE EASY WAY
by Curt Finch, CEO, Journyx
Question: How can you spot profitability leaks and cost overruns in IT projects before your peers – and then fix them?
Answer: You can do it the hard way or the easy way. The path you choose depends to some degree on the consequences of failure and on your budget.
Standard risk assessment methodology requires you to first identify threats – human, operational, “reputational,” financial, technical, political, etc. Then you have to come up with an estimate of likelihood for all those different threats and invent early warning systems that will notify you to launch your backup plans for each one.
That sounds really hard.
Most of the projects I’ve been involved with would have been finished before we could have identified, estimated and planned for all of those risks. If your project is extremely large and complicated, that kind of planning probably makes sense. If, however, you’re hoping to get your next IT project delivered in the next six months or so, then there is an easier way.
Read the full text at Managing
Project Risk – The Easy Way
About the Author:
Curt
Finch is the CEO of Journyx,
a provider of Web-based software located in Austin, Texas, that automates
billing, payroll & project management by tracking time, expenses and
mileage. Finch is a software industry veteran. In 1997, Curt created the
world's first Internet-based timesheet application and the foundation for
the current Journyx product offering. Curt has managed development teams
creating enterprise-level software solutions since 1985, with a focus on
distributed workforce management.
MANAGE YOUR “PMP EXAM STUDY” PROJECT
by James Brown
One
question I hear often in my work as a project management trainer and consultant
is, “What is the best way for me to prepare for the Project Management
Professional (PMP) Exam?”
- Establish
an exam preparation strategy tailored for you.
- Execute
tactics to maximize your chances of passing the exam.
About the Author:
James
T. Brown Ph.D., president of SEBA™ Solutions Inc., a Registered Education
Provider for the Project Management Institute, has provided training and
consulting services for dozens of companies nationally and internationally.
A recognized authority in project management, he is a frequently invited
speaker on project management areas of interest. He is a member of the Project
Management Institute and the National Speakers Association. He is a licensed
Professional Engineer (PE) and a certified Project Management Professional
(PMP). To learn more about James visit www.sebasolutions.com. You can contact
James directly at jtbrown@sebasolutions.com.
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