Education, opinion, and fresh insights on Project Management by authors worldwide.

How to Evaluate Your Organization's Performance Management Readiness

A Project Management Article by Anjanette Riley

Have you been told to make a dashboard or develop performance metrics by your leaders? Did you know where to start and was your organization ready to implement performance management? In the summer of 2016, the U.S. Census Bureau's Susan Hostetter and Jim Miller of The MITRE Corporation were facing this situation when they set out to assess the readiness of a division within the bureau. In their evaluation, they discovered that the organization was not ready to produce metrics because it lacked the foundational elements and staff buy-in necessary for a well-functioning measurement system.

Create a Company Culture that Brings Out the Best of Everyone

A Project Management Article by Michelle LaBrosse, CCPM, PMP, PMI-ACP, RYT

Even though politicians who get the most media attention do so by tearing other people down to build themselves up, this approach most certainly is not a recipe for success in business. When you focus on bringing out the best of everyone in your business rather than tearing people down, you create a culture of success - for everyone.

Program Management Improvement Accountability Act (S: 1550)

A Project Management Article by Te Wu, CEO PMO Advisory LLC

The value of project management, while not necessarily universal, is proven to improve collaboration, better risk management, higher efficiency, better decision-making, and more favorable project outcomes.1 Despite the evolution of project management practices in the private sector, government project statistics indicate a dearth of high-performing projects. Only 64 percent of government projects achieve their goals . The Government Accountability Office’s (GAO’s) 2015 High-Risk List indicates project and program management challenges in many of the 32 risks .

What Makes a Good Project Manager? 10 Questions You Need To Ask of Prospective Hires

A Project Management Article by Michelle LaBrosse, CCPM, PMP, PMI-ACP, RYT

What qualities make a good Project Manager? Whether you’re in a position to hire a new Project Manager, or are looking to advance to this position yourself, there are a few characteristics common to Good Project Managers (and Bad Project Managers) that I’ve identified over several decades of working with many Project Managers in all industries. What I’ve found is that there are a few telltale signs of Good and Bad Project Managers that prospective employers can identify early in the hiring process. Recognizing these signs sooner rather than later can save employers countless headaches that result from dealing with a bad hire - and help aspiring Project Managers avoid behaviors that can limit their potential for career advancement.

Evaluating Project Management Training: How to Find a Program That’s Worth Your Time and Money

A Project Management Article by Michelle LaBrosse, CCPM, PMP, PMI-ACP, Chief Cheetah and Founder of Cheetah Learning

As a leader in your organization, you know the value of Project Management principles and tools. You know that good PM education can get your whole team speaking the same project language, streamlines processes for making decisions, and facilitates effective communication among stakeholders. The trouble is, you know that PM trainings vary widely in quality, and can be costly and time-consuming for your organization. Without testing them all out for yourself, how can you discern which PM trainings are worth your time and money?

In this article, we discuss the three areas that anyone considering investing in PM training needs to consider. They are: the program’s education philosophy, instructor qualifications, and program outcomes. When you know what to look for in each of these three key areas, you’ll be well-prepared to decide which PM trainings are worth your time and money - and which are not.

Project Management on a Sailboat

A Project Management Article by Michelle LaBrosse, CCPM, PMP, PMI-ACP, Chief Cheetah and Founder of Cheetah Learning

I recently took a class to learn how to navigate the Inside Passage to Alaska. The class was held on a 65-foot rebuilt wooden 1929 boat with the original diesel engine: the "David B." This adventure originated because a colleague wanted me to help sail a 32-foot sailboat from Washington to Alaska to use for our corporate retreats. I realized doing this might require some unique skills, so I sought out a class to get a handle on what would be involved in this pursuit.

The goal of the class was to get the David B 740 miles from Bellingham, Washington to Ketchikan, Alaska in twelve days. The speed the boat traveled was dependent on the capabilities of all the systems on the boat, the strength of the crew to be at sea, the wind, the tides, the currents of the various channels and passages, and any obstacles or distractions encountered en route.

Embracing Your “Geeky” Side to Become a Highly Effective Project Manager

A Project Management Article by Michelle LaBrosse, CCPM, PMP, PMI-ACP, Chief Cheetah and Founder of Cheetah Learning

The most recent 2015 Pulse of the Profession study from the Project Management Institute (PMI)® found that the ability to acquire and keep highly talented employees is one of the best predictors of an organization’s success. As they authors explain in their conclusion of the report, “Organizations continue to recognize the value of people who are versatile, have deep strategic insight, and who champion knowledge development and knowledge transfer as essential to performance improvement and competitive strength” (PMI 2015). In today’s competitive job market, what does it mean to be “highly talented” in Project Management?