Articles and White Papers

Project Management Publications

• A Saved Project - The People Dimension
  A case study focusing on Relation Management and that the Owner (Customer) Relation is the fourth constraint, of the project pyramid.
• Comparing the Differences and Complementary features of PRINCE2 and the PMI PMBOK Guide
  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.
• Co-ordinating PM Initiatives across the Organisation
  Companies that are progressing down the path of becoming project based often find they need to coordinate their efforts across divisions or departments in order to achieve the real business benefits of project management.
• Corporate Culture - A Constraint on Your Project
  Do you think you have mixed a recipe for a successful project? Think again - a primary factor that may determine the success or failure of your project is your corporate culture.
• Cost Risk Analysis for Managing Large Projects Part 1
  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.
• Cost Risk Analysis for Managing Large Projects Part 2
  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 3
  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 ...
• Create Lasting Project Management Processes
  This article discusses some steps you can take to successfully create and implement new processes, like project management, in an organisation.
• Creating High-Performance Teams
  Ask any successful project manager what he or she considers to be a key factor in managing a successful project, and team performance most likely will be near the top of the list.
• Directing the Enterprise's Project Management Programme
  One of the most significant recent developments has been the implementation of the Project Management Office (PMO) and its increased importance to organisations. The PMO is becoming essential for an organisation's success.
• Effective Communications in IT Projects
  A vital part of any 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.
• Enterprise Analysis - Building a Foundation from the Top Down
  Keep the pace and reap the benefits - examine the step-by-step process of identifying and analysing potential solutions to business needs.
• Establishing Clear Project Management Guidelines
  This article discusses providing education on the value of formal processes and procedures by packaging them into digestible and relevant concepts, techniques and artefacts.
• Five Easy Ways to Manage Knowledge
  This article discusses determining what your knowledge management needs are, and then selecting the most appropriate knowledge management tools.
• Going for Gold
  George Sifri of ESI International, gives his views on ways in which Olympic officials can project manage for success and a lasting legacy.
• Improving Sourcing Outcomes - The Three Cs of Vendor Management Success
  This paper examines the complexities of the sourcing environment and the five types of sourcing. It introduces the Sourcing Continuum, a model that illustrates the complexity and risk of sourcing initiatives.
• Intelligent Disobedience - The Difference Between Good and Great Project Managers
  Intelligent disobedience does mean being different — with specific purposes. When effectively applied, however, acting or behaving differently than is expected can yield significant results.
• La Lingua Risk - Translating Risk for Clarity, Understanding & Action
  As project managers we have a responsibility to communicate information as clearly and efficiently as possible. When it comes to risk and risk management, there are frequently significant communication breakdowns.
• Leading with Heart: The Secret of Great Project Managers
  Nothing is more important than leading from the heart with a hefty dose of humour. This article highlights two areas: communicating your personal vision and the role of humour on project teams.
• Managing Documents in Projects
  This white paper explores the role that documents play in the project management process, the types of documents in a project, and the issues associated with the management and control of documents in a project.
• Managing Procurement Processes Effectively
  This article tackles the different types of contract pricing and their relationships with the different types of products and services that are procured on a project.
• Measuring the Value of Project Management
  This paper presents the benefits of implementing a consistent project management methodology as articulated through the four perspectives of the Balanced Scorecard approach.
• Organising Structure in the Midst of Chaos
  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 ...
• Project Management & Stock Prices Is There a Connection
  Some believe that connecting good project management with a rise in their stock
• Project Management and the Organisational Strategy
  In this white paper, we will introduce the strategic planning process, how it relates to project management, and how to implement a project selection and prioritisation process.
• Rapid Assessment and Recovery of Troubled Projects
  This white paper guides the experienced project manager in the application of successful techniques for assessing the status of a project, determining if a recovery is possible, and turning the project around.
• Recognising Project Warning Signs
  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
  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 ...
• Return on Training Investment
  “What will the return on investment be for our training dollars?” While the question seems relatively simple to ask, answering it is a little more complicated than one would expect.
• Revealing new PMO research from ESI (Press Release)
  What is the current state of PMOs? Find out what sections of the government, education and not-for-profit organisations, financial services, telecom, IT, energy, pharma & health, professional services, think.
• Role of the Project Manager in Pharma
  Geoffrey Saunders explores the role of the project manager in pharma and gives some tips for success in this complex discipline.
• Saving Troubled Projects - Five Steps to Rapid Recovery
  This paper examines the complex, high-stress period of assessment and recovery of troubled projects and offers five crucial steps for their successful recovery.
• Stealth Team Building
  Rather than a team building session, the effective project manager takes advantage of every opportunity the team gets together in order to develop team synergy — a “stealth” approach to team building.
• Successful Solutions Through Agile Project Management
  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.
• Taking Your PMO to the Next Level: Four Steps to Value Improvement
  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).
• The Challenges to Success for Project and Programme Management Offices
  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.
• The Change Management Life Cycle
  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.
• The Feedback Six Pack
  How do team members realise the value of their performance? How do project managers realise the same? What sets precedents for future work and is the primary driver for performance improvement? It’s feedback!
• The Hard Work Behind Soft Skills: Closing the Gap Between Technical and Business Expertise
  As outsourcing, global commerce and improving technology continue to change the business world, specialized professionals like scientists, engineers and IT workers are being asked to take on more business-oriented tasks.
• There is no crying in project management
  There will be times when we as project managers will make errors in judgment and will be berated by others for our mistakes. There will be other times when things will happen that make us throw up our arms and want to sob.
• Top 10 Qualities for a Project Leader
  What qualities are most important for a project leader to be effective? Over the past few years, ESI International, world leaders in Project Management Training, have looked in to what makes an effective project leader.
• Using Project Management to Help Disabled Children in Bulgaria
  John F. Pelham, PMP, introduced project management basics to help disabled children in Bulgaria.

Business Analysis Publications

• Eight Things Your Business Analysts Need to Know
  This paper examines the roots of project failure and centres in on the elusive, often undefined role of the business analyst.
• IIBA Certification Programme
  The International Institute of Business Analysis (IIBA™) has launched the Certified Business Analysis Professional (CBAP™) certifi cation programme, which is targeted at senior business analysis professionals.

• Are You Done Testing?
  How do you know you’ve sufficiently tested the product your company is eagerly awaiting? This is probably one of the most difficult questions for a project manager to answer.
• Business Analysis Skills - Critical for Sourcing Success
  Whether a company is embarking on a full-scale, outsourced call center or IT operation, or contracting globally for simple project-based services, the need for business-analysis skills is vital.
• Cost Risk Analysis for Managing Large Projects
  In the first of a three-part series, George Sifri of ESI International looks at the use of probability to analyse cost risk.
• Establishing and Maturing a Business Analysis Centre of Excellence
  This paper outlines the standard operating practices necessary for a business analysis centre of excellence and provides maturity level descriptions to help your organisation determine the stage at which its business ...
• Memoir of the CBAP Exam - Journal on the World's First Certified Business Analyst Professional Certification (CBAP) Exam
  So there we were: 15 frightened souls about to embark on the world’s first Certified Business Analyst Professional Certification™ (CBAP) exam. We didn’t know much about the test when we signed up for the exam.
• Return on Training Investment
  “What will the return on investment be for our training dollars?” While the question seems relatively simple to ask, answering it is a little more complicated than one would expect.
• Revealing new PMO research from ESI (Press Release)
  Study Reveals Majority of Project/Programme Management Offices’ Potential For Cost Savings and Performance Improvement Remains Untapped. Just Eight Percent of PMO Executives Believe Their PMO is Successful.
• Setting Up and Running a Business Analyst Centre
  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 ...
• Setting your Business Analysis Career on Course
  Understanding business analysis methodologies and best practices ensures effectiveness on any project, regardless of industry, says Maryli Marcos, an instructor with ESI International.
• Small Steps with a Clearly Defined Footprint
  This article is the fi rst in a three-article series addressing the growth of a business analysis practice in three simple terms - processes, people and tools.
• Top 10 Things About Business Analysis I Learned From My Dog
  The world of business analysis has some things to learn from our canine friends! Dogs efficiently read the “requirements” of their masters and have a number of skills that good business analysts should aspire to emulate.

Programme Management Publications

• Delivering Successful 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 ...
• Navigating the New PgMP(sm) Credential
  A guide to applying for and sitting the PMI’s new PgMP® Exam.