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 how project charters successfully bridged cultural gaps when making decisions among a community of Japanese and U.S. executives. Establishing a clear chartering process was the key to project management’s success at the company. The presentation will include templates and overviews of the processes established.
This speech was delivered and recorded live for the PMI New [...]
Describes the key decisions of one 400-person company implementing project management across the enterprise, including IT and all insurance business units. Many project management techniques were designed to help the largest organizations and the largest projects. This paper examines which of them work well in smaller organizations.
To be presented at the 2006 PMI College of Scheduling Annual Conference in Orlando, Florida between April 23 and April 26, 2006.
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.
Published in the PMI FSSIG newsletter, Fall 2001.
Reviews the role of certification in financial serives. Suggests that Project Managers in this industry should look to their industry’s regulatory organizations for certification, not just the Project Management Institute. A combination of PMI certification and banking-, insurance-, or brokerage-specific certification will be more valuable than any program PMI could reasonably develop on its own.