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This speech was delivered and recorded live for the PMI North America Congress on September 12, 2005. You can hear the speech and see the slides right now. The entire 54-minute speech will play, with slides synchronized to the audio.
Available as a four-contact hour, [...]
Learn the best writing style, language, and format for your next project charter. In a fair world, only content would matter, but in the real world, these writing tips can help make your project successful.
Most marketing professionals do not understand or profit from the discipline of project management. Learn how one company used project management as a way to drive and define its marketing vision. Learn from this case study, so your marketing and sales departments can begin experiencing the benefits of project management.
Presented at the PMI Asia Pacific Congress in Hong Kong on January 30, 2007.
key financial terms, including return on investment, time value of money, payback period, and first-to-market advantage. Applies these financial concepts to sample projects, to help project managers understand the business impact of schedule changes.
Presented at the 2006 PMI College of Scheduling Annual Conference in Orlando, Florida between April 23 and April 26, 2006. Also presented at the PMI North America Congress in Atlanta, Georgia on October 8, 2007.
Organizations may choose to adopt a standard process for approving all projects. Using a template for all proposals can make the approval process easier and provide other benefits to the organization. This article provides a simple template, instructions on filling it out, and a sample completed project charter.
Any organization developing their own standard process to charter new projects can use this template as a starting point and customize it.
Four examples of possible project charters, with an explanation for each showing why it is or is not a charter. The examples are useful teaching examples, designed to challenge people’s ideas of what a project charter is and is not.
The best time to market your project to your organization is at the very start, in the project charter. It is the best chance you have to tie the project into the organizational strategy and to explain its value. Yet the charter is one of the least talked about deliverables in project management.
This material helps you market your projects by preparing a great charter. Learn how simple a good charter can be. Understand how this document can help build executive support and provide documented authorization for your work. Focus on creating a lasting, respectful bond with your senior managers or executive sponsors. It all starts with the charter.
Presented at PMI 2005 North America Congress in Toronto, Ontario, Canada on September 12, 2005. Presented again at a meeting of the PMI New York City Chapter on February 15, 2006.
Addresses the question about whether it is better to model a schedule with only full-time assignments or part-time assignments for resources. Reviews pros and cons of different solutions, and points out critical mistakes schedulers can make when assigning part-time, concurrent work.
Experienced schedulers build their schedules carefully, using dependencies, calendars, and other tools to build a model of their project. Delays are useful, little-used tools to adjust dates for resource leveling and other purposes. Unlike fixed-date constraints, they help build schedules that react gracefully to change. Proper use of delays can eliminate all unnecessary fixed dates from a schedule.
Published in the PMI Information Systems SIG newsletter, Fourth Quarter 2004 and in newsletter of MPA, the Official Industry Association for Microsoft® Office Project, “The Project Network” Volume 9, Issue 1-2005.
These exercises go with the “Tough Scheduling” paper. They review fundamentally difficult scheduling problems, including:
Focuses on proven techniques and principles, NOT the pros and cons of specific software tools.
Presented at the PMI 2003 Global Congress — North America on September 23, 2003 in Baltimore, MD.
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