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Running on New Rails (Part 1)
- by Ian Whittingham, PMP
(March 26, 2008)
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Whether you accept the apparent causal connections that link the physical attributes of a Roman war horse to a contemporary railway gauge, the story implicates some persuasive explanations about how technological development appears to proceed.
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Market Lift Sandbagging (Part 2)
- by Christa Centola, PMP
(April 25, 2005)
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What can you do when you know your project staff members are shifting in their seats? This two-part article provides tips and insights for retaining superior project staff. Part 2 looks at external dynamics.
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Market Lift Sandbagging (Part 1)
- by Christa Centola, PMP
(March 28, 2005)
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What can you do when you know project staffers are shifting in their seats? This two-part article provides tips and insights for retaining superior project staff. Part 1 looks at inter-team dynamics.
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It's Not Always About Money
- by Vijay Sankaran
(September 9, 2004)
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The job market is picking up again. Rather than lose your best, be proactive in employee rewards and recognition to keep your best from switching. Here's some advice on how to do that.
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Fast Forward
- by Joe Wynne
(September 9, 2004)
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With the right preparation for today's hiring environment, you can reduce the time and pain involved in selection. Here are the first steps to finding that candidate fast.
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Project Ethics: More Than You Can Imagine!
- by Matthew D. Gonzalez, MCSE, PMP
(August 2, 2004)
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Do ethics still play an important role in the project world these days? You bet! So much so that several incidents have occurred that have urged this writer to write about his trials and tribulations with the goal of sharing lessons learned.
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Staff IT
- by Luc K. Richard
(July 6, 2004)
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We've talked about how to effectively size projects and control quality, but how do you properly staff a project in order to meet both your time-to-market objectives and budget constraints? As time goes on, programming languages and development practices will improve, but there are some key principles you will always need to keep in mind.
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Into the Light
- by Howard Rubin
(July 1, 2004)
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Hidden factors such as customer value, process value, people value and portfolio management value must also be taken into account when considering IT processes.
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IT PM Maturity
- by Matthew D. Gonzalez, MCSE, PMP
(June 30, 2004)
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Are you lost on the road of IT maturity? Get back on track to becoming a better project manager and learn how to help mature your skills as an IT PM as you drive through each phase of the CMM process.
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Shoulder Struggle
- by Mark E. Mullaly, PMP
(June 23, 2004)
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On your one shoulder rests a little angel, on the other an evil devil. One is saying that the PMO should be accountable to their organizations, the other is saying the opposite. But which is which? And is making PMOs accountable a benefit or death knell to your company?
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Project Management Competency: Practical Observations (Part 2)
- by Jack Ferraro, PMP
(January 5, 2004)
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Part 1 of this series discussed why project management competency is important, what consultative leadership skills are, and how to recognize these qualities. This article explains why trustworthy relationships are important, what the benefits of them are and how to build them.
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