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A-Musing We Will Go
- by Juanita Woods
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| Every project manager has a story to share about that project that just wouldn't quit, or the sponsor that wanted the moon delivered next week. In this blog, I hope to share ideas on setting realistic and achievable goals for the projects we manage. Of course, if there is something else that catches my mind, I will just have to share it, too...
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Certification Insider
- by Cornelius Fichtner
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 Helping you earn and maintain your PMI certification.
Passing the PMP Exam is tough, but keeping your PMP Certification alive is just as challenging.
Preparing for the exam requires an in-depth study of the PMBOK Guide and dedicated study discipline. And once you are PMP certified, then you are required to earn 60 Professional Development Units (PDUs) every 3 years to keep your certification alive.
Let me help you make this journey easier with tips and tricks on how to prepare for and pass the exam as well as efficiently earning your PDUs once you are certified.
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Change Thinking
- by daryl conner
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| Despite all the business change knowledge uncovered during the last 50 years, many seasoned change management professionals still aren’t adequately prepared to serve those trying to navigate their way through today’s turbulence. Change Thinking is an effort to have an exchange with, and be part of, a community of practitioners committed to raising the level of their game and that of the field of change execution.
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Drunken PM
- by Dave Prior
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Drunken Boxing for Project Managers
“The main feature of the drunkard boxing is to hide combative hits in drunkard-like, unsteady movements and actions so as to confuse the opponent. The secret of this style of boxing is maintaining a clear mind while giving a drunken appearance.”
Yeah... just like that… but with network diagrams and burndown charts… and a wee bit less vodka.
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EPM Tips From The Pros
- by Mike Mee,san retna,
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| If the value of Enterprise Portfolio Management is self evident, why have companies been so slow to adopt the practices? Join EPM leaders
from The EPMC* in an engaging dialogue about building traction in
enterprise portfolio management and optimizing portfolio investments.
* Current EPMC founding member organizations include American Express, AAA, Coca Cola Enterprises, Chevron, Franklin Templeton, HP,
Johnson&Johnson, Royal Caribbean Lines, Thorp Network, TransformAction and TransUnion.
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Eye on the Workforce
- by Joe Wynne
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| From big workforce issues to interpersonal interactions, we'll look for the latest and most effective solutions.
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Fighting Uncertainty. Ambiguity and Doubt in Modern Organizations
- by Haris Neophytou
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| The main purpose of this blog is to distrurb the current notion of a correct estimation for the outcome of an event in a managerial and organizational setting.
Well let us see...
In order to make a decent prediction (that will lead to a potentially serious decision) about the outcome of a certain event in a typical project setting, someone should check a long [but not unlimited] list of parameters! Well I came up with a theory on this specific matter.... It is quite simple and easy to follow I have to admit, although it is incomplete I must add sadly... So far it goes like this: '...for every single event there is at least a 'minimal' set of parameters that if taken into consideration will lead to the correct prediction, thus to the correct outcome of that event.'
note: For different situations, this minimal set will almost surely differ.
Take care everyone.
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From almost zero level
- by Jose Machicao
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| I am usually working with organizations without a standardized environment, without a project management culture and without a history of implementation of effective methodologies to increase management maturity level. But, additionally, I have learned from my experience that, this close contact with primary tools and solutions, helped me a lot to implement solutions "up" on high management maturity culture organizations as well, thanks to the "practical sense" developed. So, I want to share ideas focused on the implementation of solutions in a "non-management-focused" environment, hoping these ideas could be useful for everybody.
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| - Yogi Berra |
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