Project Management Articles, Whitepapers, Point of View Papers and Survey Reports
This study is based upon research conducted from a quantitative survey of senior level project and programme managers from a variety of industries around the world with a total of 3,740 respondents. Over 45 percent of those surveyed were PMO staff while nearly 37 percent were non-PMO staff. Only 18 percent reported not having a PMO at all.
Crafting a business case that shows a strong return on investment can be powerful, but those numbers alone do not tell the whole story about a project’s potential impact.
In today’s learning environment, learning and development (L&D) professionals continue to be challenged with the impact learning has on an individual or a business initiative. This paper will explore the most riveting and emerging topics that L&D professionals face and how measurement is playing a role in aiding them in demonstrating the impact of learning. Eight initiatives are discussed where measuring can be a catalyst for positive change.
The manager of today must know about procurement and contracts. In short, there is a new tool in the managers’ tool kits – contract management! This article considers some of the components of procurement and contract management that must be mastered.
ESI International revealed their Top 10 Global Project Management Trends for 2011. As project management gains momentum within organisations, any changes in the industry will have a massive impact upon the way businesses operate in 2011. Key themes include building the project manager’s (PM) influence, accelerating new leadership and communication skills, and increased use of informal learning approaches such as social media and experiential training. A global panel of consultants and senior executives assembled by ESI identified the trends.
ESI International reveals their Top 10 Global Business Analysis Trends for 2011. To achieve organisational goals within the fast paced, highly demanding business environment of 2011, within requirements management and development (RMD) – also known as business analysis – a better balance between technical and soft skills will separate the leaders from the rest of the pack. Key themes include business analysis as a guide for cloud computing and business analysis as a central success component to change management. A global panel of consultants and senior executives from ESI International identified these trends.
Watch Glenn R. Brûlé present the “the Top 10 Business Analyis Tends for 2011” on YouTube .
- The Change Management Life Cycle ‑ Oct 2008
Every organisation is affected by change. Still, organisational change initiatives fail at an alarming rate. This is because most initiatives fail to consider how changes affect the people in an organisation. - Top 10 Project Management Trends for 2011 from ESI International ‑ Jan 2011
ESI International revealed their Top 10 Global Project Management Trends for 2011. As project management gains momentum within organisations, any changes in the industry will have a massive impact upon the way businesses operate in 2011. Key themes include building the project manager’s (PM) influence, accelerating new leadership and communication skills, and increased use of informal learning approaches such as social media and experiential training. A global panel of consultants and senior executives assembled by ESI identified the trends. - Top 10 Qualities for a Project Leader ‑ Nov 2003
What qualities are most important for a project leader to be effective? Over the past few years, the people at ESI International, world leaders in Project Management Training, have looked in to what makes an effective project leader. With the unique opportunity to ask some of the most talented project leaders in the world on their Project Leadership courses ESI have managed to collect a running tally on their responses. Below are the top 10 in rank order according to frequency listed. - Think of Risk Management as Competitive Advantage ‑ Mar 2010
Whether buying or selling outsourced products or services, organisations cannot afford not to have a risk management plan in place. - The Hard Work Behind Soft Skills: Closing the Gap Between Technical and Business Expertise ‑ Jun 2006
As outsourcing, global commerce and constantly improving technology continue to change the business world, specialized professionals like scientists, engineers and information technology (IT) workers are increasingly being asked to take on more business-oriented tasks. These tasks can include communicating with executive stakeholders, managing business change, thinking more critically, leading large teams and making complex business decisions. Unfortunately, it’s becoming almost universally clear that many technical employees are not equipped with the business knowledge and skills necessary to succeed in this role—or help their organizations reach their strategic goals. This paper examines this phenomenon and offers six crucial focus areas necessary for success in the larger organizational environment. The paper concludes with practical “next steps” for implementing these essential business skills into the repertoire of your technical professionals. - Successful Solutions Through Agile Project Management ‑ Nov 2010
Today’s business climate is both dynamic and complex. Management faces changing requirements and increasing demands, as well as tight budgets and fast turnaround demands. Organisations are struggling to do more with less — fewer resources, including less money, and, in many cases a reduced workforce. Therefore, it is essential to optimise every aspect of business, particularly project management. - Recognising Project Warning Signs ‑ Jun 2009
We see warning signs every day, such as “Wet paint” or “Road Ends in Water.” Such signs are common reminders to be careful. The earlier we heed their advice, the better off we’ll be because time is a resource when ... - Recognising Project Warning Signs Part 2 ‑ Jun 2009
Recognising and recovering troubled projects is currently one of the hottest subjects in project management circles. But wouldn’t it be great if you could predict the future by recognising project warning signs before... - Metrics for Agile Projects - Finding the Right Tools for the Job ‑ Jan 2011
This informative paper will provide best practices project managers should use to expand the use of the metrics at their disposal to fine-tune the progress they are showing on their agile projects.
| - Is Project Management a Core Skill and No Longer a Niche Capability? ‑ Oct 2010
Project management is fast becoming the preferred way for companies to get things done. In a global economy, project management makes a company more competitive than other traditional methods of managing work. - Getting Energised About Risk ‑ Sep 2009
The real issue is not how to get rid of risk, but rather how to manage it. And, although that takes a lot of time and energy, perhaps new perspectives can be gained if risk is looked at from a project life cycle perspective. - Enterprise Analysis - Building a Foundation from the Top Down ‑ Mar 2009
Keep the pace and reap the benefits - examine the step-by-step process of identifying and analysing potential solutions to business needs. - Cost Risk Analysis for Managing Large Projects - Part 3 ‑ Nov 2007
Concluding his series on cost risk analysis, project manager and trainer George Sifri of ESI International runs through the nine steps to assessing the risk of cost overruns, simulating the impact of active risks, and managing risks through consultation with those who own them. - Cost Risk Analysis for Managing Large Projects - Part 2 ‑ Nov 2007
Accurately anticipating costs is essential for choosing the right projects, and avoiding budgetary surprises once they’re under way. In the second of a three-part series, project management expert and trainer George Sifri looks at techniques for getting the best cost estimates before a project begins. - Cost Risk Analysis for Managing Large Projects - Part 1 ‑ Nov 2007
Every large project, from building a new plant to replacing a legacy system, will experience unexpected complications and interruptions. But that doesn’t mean it has to run over budget and fall behind schedule. Most projects to do because project managers treat initial cost estimates as firm predictions, forgetting that they’re just a central case, with scope for positive or negative variation around them. Understanding the risks around cost estimates, and planning for possible departures from them, can significantly reduce the risk of cost overruns. In the first of a three-part series, George Sifri of ESI International looks at the use of probability to analyse cost risk. - Comparing the Differences and Complementary features of PRINCE2 and the PMI PMBOK Guide ‑ Sep 2009
PRINCE2 is the UK Government’s structured project management method. PMI stands for the Project Management Institute producing guidance on project management documented in the 'Guide to the Project Management Body of Knowledge' - hence the PMI PMBOK Guide - Agile Project Management Is Not Just a Change in Methods - It is a Shift in Metrics and Mindset ‑ Jan 2011
As the Agile Project Management approach becomes more mainstream, organisations considering its implementation are deluged with questions.
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Programme/Portfolio Management
- The Project Manager Perspective on Project Portfolio Management Effectiveness ‑ Mar 2009
Organizations rely on project portfolio management (PPM) to evaluate, prioritize, approve, implement and manage projects to meet their strategic and financial goals. This study provides an analysis of PPM maturity and challenges within organizations around the globe from the project and program manager level. Its unique, bottom-up perspective offers insight into the factors that lead to successful implementation of strategic direction.
| - Delivering Successful Programmes ‑ Mar 2008
The rapid pace of innovation and the increasing level of management, stakeholder and customer expectations demand that organisations re-assess how they do business. Programme management, which PMI® defines as “a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually,” is key to executing major strategic initiatives. Unfortunately, many organisations are ill-equipped to manage larger-scale programmes. This paper describes 10 vital steps of programme management that must be done right in order for organisations to successfully deliver the benefits of change initiatives. The steps, which may be performed by a programme manager or by others within the organisation, together address the three overarching responsibilities of the programme manager: effective governance, stakeholder management and benefits management.
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- The Challenges to Success for Project and Programme Management Offices ‑ Mar 2009
This study sought to assess the impact and significance of the PMO within organisations, to discover the challenges they have faced, and measures they have attempted to overcome them. The results provide insight into the issues that may benefit PMOs as they undertake their mission to improve organisational performance, particularly in the current economic environment. - Taking Your PMO to the Next Level: Four Steps to Value Improvement ‑ Jun 2010
In today’s economy, every company and organisation is struggling to do more with less, and performance is paramount. This is true for public and private sector entities, as well as for non-profits. Which is why, in order to prevail in lean times, it is essential to optimise every operation of your organisation, especially the project management office (PMO).
| - SUMMARY - The Global State of the PMO: Its Value, Effectiveness and Role as the Hub of Training ‑ May 2011
Across numerous industries and in every region of the world, businesses have endeavoured to boost their overall performance in project and programme management. A central element of their strategy has been to establish and continually expand their Project/Programme Management Office (PMO). A PMO is defined as an organisational body through which businesses deploy project management. As a means to an end, rather than an end itself, many PMOs take on a strategic, objectives-oriented role while other implementations tend to be more tactical in nature. Regardless of the approach, the same questions apply. - FULL SURVEY - The Global State of the PMO: Its Value, Effectiveness and Role as the Hub of Training ‑ May 2011
This study is based upon research conducted from a quantitative survey of senior level project and programme managers from a variety of industries around the world with a total of 3,740 respondents. Over 45 percent of those surveyed were PMO staff while nearly 37 percent were non-PMO staff. Only 18 percent reported not having a PMO at all.
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Organisational Improvement
- Will your organisation get an 'A' for learning, but an 'F' for value of investment? ‑ Oct 2009
Strengthening and evolving your company’s skill and performance level requires more than educating your employees. - It is cheaper, your staff wants it and most importantly, it works. So why are you not taking your learning programme virtual? ‑ Oct 2009
In a time when companies are scrutinising budget and facing tough economic and resource constraints, VILT can be an effective, cost-efficient, location-neutral learning solution. - When Intent Does Not Match Outcome ‑ Nov 2009
Our intended communication doesn't always achieve the desired outcome. All communication starts with intent. - The Measurement Dilemma:Tying Learning to Business Impact and Financial Outcomes ‑ May 2010
Many organisations implement 'learning engagements', increase employee satisfaction, realise better team performance, and improve communication. But do these organisations understand the impact of these programmes beyond traditional employee engagement measures? - The Change Management Life Cycle ‑ May 2009
Every organization is affected by change. Still, organizational change initiatives fail at an alarming rate. This is because most initiatives fail to consider how changes affect the people in an organisation. - Want the Edge? Teaching Project Management Skills to Non-Project Managers May Be Your Smartest Move Yet ‑ Aug 2011
If everyone in your organisation adopted the same basic principles of project management, conceivably you would be operating at peak performance across the board. - Risky Business: Organisational Effectiveness at Managing Risk of Outsourced Projects ‑ Apr 2010
This report seeks to explain how users and service providers identify, assess, mitigate, exploit and manage outsourcing risk, and more importantly, how effectively. - Organising Structure in the Midst of Chaos ‑ May 2005
Recently, I assumed project management responsibilities for a large Internet portal project designed to improve my organisation’s relationship with customers across the country by giving them electronic access to our key services. The project had preliminary funding and an implementation date that could not be postponed. Unfortunately, when I took over, there was no project team in place and the business requirements existed largely in the form of ideas and anecdotes. For example, several informal meetings and e-mail exchanges had occurred over a month’s period, but produced only generic requirements in vague terms. It became clear that we were simply drifting and needed to define both scope and staffing immediately.
| - Innovation in Learning Drives Workforce Productivity ‑ Aug 2011
In this lean environment, how do leaders responsible for learning programmes adjust and adapt their human capital initiatives? - If Your Business Cases Focus Solely on ROI Your Organisation Could Be Funding All the Wrong Projects ‑ Mar 2011
Crafting a business case that shows a strong return on investment can be powerful, but those numbers alone do not tell the whole story about a projectﾒs potential impact. - From ROI to VOI - Organizations are failing to tie learning to business impact ‑ Jan 2011
Many organizations implement learning engagements, or PM training programmes, to increase employee satisfaction, realise better project team performance, and improve communication and results. But do these organizations understand the impact of these programmes beyond traditional employee engagement measures? - FULL SURVEY - Applying Training and Transferring Learning in the Workplace: How to Turn Hope into Reality ‑ May 2011
The full report reviews overall survey findings, but specifically focus in on three key phases in the application and transfer of learning that shed light on successful and not so successful strategies: pre-training; motivation; and post-learning. To fill out the learning transfer picture, this report integrates the most valuable written comments submitted by survey respondents, along with commentary and real-world insight developed through first-hand client experience. - Applying Training and Transferring Learning in the Workplace: How to Turn Hope into Reality ‑ May 2011
ESI International issued a Transfer of Learning Survey in March 2011 designed to assess an organisation’s success or difficulty in fostering a learning transfer climate in the workplace. The goal was to determine if organisations had a system or set of processes that ensures trainees can apply learning on the job — in an immediate way — to improve actual employee performance and generate positive business impact. - Common Senior Executive Errors ‑ Nov 2010
The role of the executives, or sponsors, cannot be underestimated and key areas of focus are highlighted in this article. - Certification – worth the hassle? ‑ Jun 2010
The days when an individual was given a project to complete alongside their normal day to day roles are going. Project management is becoming an established profession on its own, like accountancy; it has professional bodies, certification bodies,frameworks and methodologies, protocols, research and best practice. - An Inch or a Mile? Proven Practices in Measuring Learning Impact ‑ Jan 2011
In today’s learning environment, learning and development (L&D) professionals continue to be challenged with the impact learning has on an individual or a business initiative. This paper will explore the most riveting and emerging topics that L&D professionals face and how measurement is playing a role in aiding them in demonstrating the impact of learning. Eight initiatives are discussed where measuring can be a catalyst for positive change.
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Leadership and Communications
- Leading with Heart: The Secret of Great Project Managers ‑ Sep 2005
If my experience is any indication, most project managers get started in this career because they have a passion for technology. Then, they wind up spending most of their time dealing with people. Ironically, it is your people skills, not your technical skills that will make or break you as a leader. - Forget Project Management... It is Leadership That Counts ‑ Jun 2010
Although it's convenient to label us as 'Project Managers', behind that title is a number of skills and competencies. And, leadership is one of the most important but probably the hardest to learn competencies. - Eight Times to Abandon E -mail ‑ Nov 2008
As busy project managers manage their precious personal and project schedules, they look for any means to save time and money. The need to do this is amplified by the economic conditions present today.
| - Effective Communications in IT Projects ‑ Jan 2005
A vital part of any information technology (IT) project is effective communications. An IT project can’t be considered a success just because the transition from one computer system to another happened flawlessly on the technical end. If your user community is caught by surprise or has to endure a large amount of downtime, your project has still failed. - Coaching and Mentoring – Are You Missing an Opportunity? ‑ Feb 2010
Today’s business environment encourages, if not demands, an approach to management that develops people through coaching and mentoring rather than through constant direction.
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- Top 10 Business Analysis Trends for 2011 from ESI International ‑ Jan 2011
ESI International reveals their Top 10 Global Business Analysis Trends for 2011. To achieve organisational goals within the fast paced, highly demanding business environment of 2011, within requirements management and development (RMD) – also known as business analysis – a better balance between technical and soft skills will separate the leaders from the rest of the pack. Key themes include business analysis as a guide for cloud computing and business analysis as a central success component to change management. A global panel of consultants and senior executives from ESI International identified these trends. - Top 10 Things About Business Analysis I Learned From My Dog ‑ Mar 2007
The world of business analysis has some things to learn from our canine friends! Dogs effi ciently read the “requirements” of their masters and have a number of skills that good business analysts should aspire to emulate. So, through extensive empirical research, interactive testing and a number of years of direct observation, here are the “best of the best” techniques for business analysis I have learned from my dog. Open your mind, refl ect on the dogs you have encountered and see if you can learn from these canine traits as well… - The Top Five Commercial Skills Needed To Be a Great Business Analyst ‑ Apr 2009
The truly great business analysts have certain skills and attributes in common. - Setting Up and Running a Business Analyst Centre ‑ Nov 2007
Business Analysis has come a long way in the past few years. Once an undefined role that changed from project to project - and from one organisation to the next - business analysts in many forward-thinking organisations are settling into their roles and getting much of the support they need to work well.
| - Get to the Core of Vendor Management Problems with Better Requirements ‑ Sep 2010
Among the organisations struggling with outsourced projects that have gone bad, or that have failed completely, the most often cited reason is vendor management issues, as if the vendor is always the one to blame and the buyer is completely blameless. - Are You Done Testing? ‑ Mar 2007
How do you know you’ve suffi ciently tested the product your company is eagerly awaiting? This is probably one of the most diffi cult questions for a project manager to answer. Undoubtedly there is some “grayness” to determining when testing is complete, but that doesn’t mean you can’t add some “science” to determine if your product has been tested enough. - A Surprising Change Leader - Your Business Analyst ‑ Dec 2010
The most successful organisations are able to identify opportunities for self-improvement and conceive of changes that can make them more efficient, more successful and better equipped to achieve their goals.
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- The Value of Contract Management Fundamentals for Every Project Manager ‑ Jan 2011
The manager of today must know about procurement and contracts. In short, there is a new tool in the managers' tool kits - contract management! This article considers some of the components of procurement and contract management that must be mastered.
| - The Key Components For Successful Contract Management ‑ Jan 2011
This paper tries to help you identify some of the aspects you need to consider and some of the best practices to adopt to make contract management as normal a business activity as any of the more traditional business processes.
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