http://pm411.org Project management internet radio show, discussion forum, methodology, templates, and webtools Tue, 09 Mar 2010 15:05:31 +0000 http://wordpress.org/?v=2.9.2 en hourly 1 2007-2010 Ron Holohan http://feeds.feedburner.com/pm411org show@pm411.org (Ron Holohan, MBA PMP) show@pm411.org (Ron Holohan, MBA PMP) Management 1440 project management,pm,prepcast,management,project manager,pmi,pmp,team Project Management tools For new and experienced project managers. The pm411.org Project Management Podcast is dedicated to help you at your job as a Project Manager or Program Manager, regardless if you have years of experience, or if you are just starting on your journey in Project Management. pm411.org is a place where you can come to find the latest in PM tools, PM Templates, PM tips, and PMI (PMBOK) methodologies that have been found to help others. It is a place where discussions can be had with project managers from around the globe and in every industry where project management permeates in our Project Management discussion forums. It is a place where you can find the best Project Management links to other sites dedicated to our wonderful profession. Ron Holohan, MBA PMP Ron Holohan, MBA PMP show@pm411.org No no http://pm411.org/wp-content/themes/nonzero-red-lcr/images/pm411logo_144x144.jpg http://pm411.org 144 144 http://pm411.org/2010/03/07/podcast-episode-055-the-complete-pmo-part-2-of-2/ http://pm411.org/2010/03/07/podcast-episode-055-the-complete-pmo-part-2-of-2/#comments Sun, 07 Mar 2010 21:03:34 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=1026 http://pm411.org/2010/03/07/podcast-episode-055-the-complete-pmo-part-2-of-2/feed/ 0 31:01 In this episode, I continue my discussion on the Project Management Office with one of the worldrsquo;s leading experts on PMOs, Mr. Gerard Hill, PMP.nbsp; ... In this episode, I continue my discussion on the Project Management Office with one of the worldrsquo;s leading experts on PMOs, Mr. Gerard Hill, PMP.nbsp; If you have not listened to Part 1 of our discussion, you will definitely want to go back and listen to Episode 054 before continuing to listen to part 2 in this episode. In the second of two parts, Gerard and I continue our discussion of the areas covered in his book The Complete Project Management Handbook including PMO tools, metrics, knowledge management, project assessments, troubled projects, and Business Performance Management.nbsp; And at the end of the podcast I will tell you how you can enter a drawing for a copy of The Complete Project Management Handbook or Gerard's other book, The Complete Project Management Methodology and Toolkit. The PMO and Project Management Tools The PMO should be involved, if not even leading the effort, to standardize the tools and processes used within an organization.nbsp; The PMO should also help in the acquisition and implementation of project management tools through tool evaluation and selection.nbsp; Project management tools could include everything from a simple desktop schedule management application to an organizational-wide resource and portfolio management system.nbsp; The PMO should also be involved in the continued management of the tools and processes to make sure it is working well for the project management teams, as well as for the business.nbsp; The PMO should be asking, "are we able to manage the information we need and are we able to achieve the project and business results that we want with these tools?" Guidance and Measurement Metrics Metrics are really nothing more than a number or value for something - such as how much, how long, how many, etc.nbsp; As you have probably guessed, the PMO is also very involved in setting standards and metrics within an organization.nbsp; The PMO should collaborate with both executive management as well as the teams themselves when creating organizational metrics. Guidance metrics are those objective metrics which a PMO creates upfront.nbsp; An example of a guidance metric is allowing a project team a schedule variance of 7% before an interim review is required.nbsp; The team may also have additional guidance metrics of 10% or 15% that trigger other responses within the process. Measurement metrics are the outcome metrics of a project team.nbsp; $2,000 ahead of budget and 3 days behind schedule are examples of project measurement metrics.nbsp; These metrics are a "snapshot" of a particular performance measurement on any particular day, week, or even at the close of the project. The PMO and Knowledge Management PMOs are often involved in helping to collect and archive project data.nbsp; Storage could be as simple as project binder or it could be much more complex such as a project management information system.nbsp; Guidance and Measurement Metrics are usually included in the organization's knowledge management system.nbsp; Usually knowledge management also includes project reporting and documentation management.nbsp; There should be a formalized documented process around a PMO's knowledge management.nbsp; A more formal project reporting and documentation management system is created through using PMO knowledge management concepts.nbsp; Lessons learned should be stored within your knowledge management system.nbsp; "Knowledge Spaces," can be created as team centers as part of the PMO knowledge management system to allow team members to access and collaborate while traveling around the world.nbsp; It takes some time to effectively develop a knowledge management system. The Assessment Function of the PMO The assessment function of the PMO is very important.nbsp; There are three areas of assessment that the PMO should be leading. 1.nbsp;nbsp;nbsp; Project Management Competency Competency deals with looking at the individual's skills, knowledge, and experien... PM,Books,,PM,Podcasts,,PM,Services Ron Holohan, MBA PMP no No http://pm411.org/2010/02/21/podcast-episode-054-the-complete-pmo/ http://pm411.org/2010/02/21/podcast-episode-054-the-complete-pmo/#comments Mon, 22 Feb 2010 03:42:51 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=962 http://pm411.org/2010/02/21/podcast-episode-054-the-complete-pmo/feed/ 2 26:55 Becausenbsp;the Project Management Office is such an important topic, today we are digging deeper into what a PMO is with one of the worldrsquo;s leading ... Becausenbsp;the Project Management Office is such an important topic, today we are digging deeper into what a PMO is with one of the worldrsquo;s leading experts in PMOs, Mr. Gerard Hill, PMP.nbsp; Gerard "Jerry" Hill is an internationally-recognized consultant, author and speaker with professional expertise in the discipline ofnbsp;project management.nbsp; He brings emerging project management concepts and practicesnbsp;to bear for consideration by individuals and organizations; and he applies a practical approach to implementing business solutions in the project management environment.nbsp; Mr. Hill has conceived and constructed several project management methodologies and PMO solutions that have been deployed in organizations around the globe. His recent publications include: The Complete Project Management Office Handbook (Auerbach Publications, 2007, 752pp), and The Complete Project Management Methodology and Toolkit (CRC Press/Auerbach Publications, 2009, 520pp).nbsp; Today, in the first of two parts, Gerard and I discuss some of the areas covered in The Complete Project Management Office Handbook.nbsp;nbsp; The PMO Exists at the Intersection of Business and Project Management PMOs were originally created to help support the technical function within an organization.nbsp; However since that time, the function of a PMO has grown to include more business management.nbsp; Ideally, a PMO within an organization is situated to deal with both the project management environment as well as the business environment.nbsp; On the project management side, there are the project executives, the project managers, the technical members on the team, and the PMO itself.nbsp; On the business side, you have the business units and clients or customers that the PMO helps to represent. Five Progressive Stages of the PMO Competency Continuum [caption id="attachment_963" align="aligncenter" width="358" caption="The Complete Project Management Office Handbook, Second Edition By Gerard M. Hill, Copyright Taylor #38; Francis Group, LLC copy; 2008, Publisher: CRC Press"][/caption] nbsp;There are five progressive and advancing stages of maturity for a PMO's capability and responsibility.nbsp;nbsp; Stage 1 of PMO maturity is The Project Office.nbsp; This is a essentially the project manager and project team working as a project office.nbsp; The project team typically provides its own oversight at this stage.nbsp; The Stage 2 PMO, called The Basic PMO, contains process control in addition to project oversight.nbsp; The Basic PMO provides a full-cycle and repeatable process that can be used across all projects in an organization.nbsp; The Basic PMO would most likely be led by a program manager and might have several project managers and projects involved.nbsp; The Stage 3 PMO, called The Standard PMO, is the level that most organizations need and want to have.nbsp; This level includes project control, oversight, as well as support.nbsp; The Standard PMO creates the infrastructure and capabilities to support a cohesive project management environment.nbsp; The Standard PMO has multiple projects, project managers, and perhaps even program managers under its control.nbsp; The head of the Standard PMO is usually a program director or senior program manager.nbsp; Stage 4 is The Advanced PMO where business processes are truly integrated with project management processes.nbsp; This stage includes dedicated staff, including a PMO director that oversees the technical and business aspects of the project management environment.nbsp; The final stage, Stage 5, is The Center of Excellence.nbsp; Here is where you manage continuous improvement and project management process implementation across the organization for the purpose of achieving strategic organizational goals.nbsp; PMO Functions nbsp;There are 5 functional areas and 20 functions as listed below.nbsp; The Practice management functional group includes the functions of Projec... PM,Books,,PM,Podcasts,,PM,Services Ron Holohan, MBA PMP no No http://pm411.org/2010/02/09/what-we-can-learn-from-undercover-boss/ http://pm411.org/2010/02/09/what-we-can-learn-from-undercover-boss/#comments Wed, 10 Feb 2010 04:39:23 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=941 http://pm411.org/2010/02/09/what-we-can-learn-from-undercover-boss/feed/ 6 http://pm411.org/2010/02/07/podcast-episode-053-6-tips-for-email-in-the-new-decade/ http://pm411.org/2010/02/07/podcast-episode-053-6-tips-for-email-in-the-new-decade/#comments Sun, 07 Feb 2010 06:28:43 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=933 http://pm411.org/2010/02/07/podcast-episode-053-6-tips-for-email-in-the-new-decade/feed/ 4 31:22 In todayrsquo;s episode, we talk with Alec Satin of the Alec Satin on People, Projects, and Process blog, about how we can make our email ... In todayrsquo;s episode, we talk with Alec Satin of the Alec Satin on People, Projects, and Process blog, about how we can make our email more efficient, and even the future of email. Alec is a project manager and organizational expert with a passion for fixing workplaces. As a trained therapist, entrepreneur and Information Technology professional, he seeks to infuse environments with order, process and sanity. During this past decade there were several advances in how we get our email...nbsp; Email became easier than ever with Gmail and email became truly mobile with devices such as the Blackberry and iPhone.nbsp; And perhaps even several benevolent princes were able to find you through email so you could help them by keeping their fortunes as they were deposed. During this past decade, books like Getting Things Done by David Allen and email applications like Microsoft Outlook have tried to help us organize our email inboxes better.nbsp; But, today many of us are overloaded with work and we spend too much time reading, replying, and composing email. nbsp;But, what does 2010 and this coming decade look like and what can we do to organize our email better? Well, here are a few tips from Alec Satin on ways we can better use email starting today for the new decade. 1.)nbsp; nbsp;Keep Your Inbox Empty The purpose of your email inbox should not be as an email repository or task list.nbsp; It should be treated like a physical inbox on your desk.nbsp; Your email inbox should be where you open email and determine whether it should be acted upon immediately, in cases where it would literally take less than 30 seconds to address, or whether it should be filed or tagged to be addressed at a later time outside of your inbox. 2.)nbsp; Keep Your Subject Clear Cover only one topic per email and keep your subject clear! nbsp;If you do need to cover 5 topics, then send out 5 different emails!nbsp; Alec suggests following the advice at Lifehacker.com and create ldquo;Twitter-stylerdquo; emails where possible by using your subject line as the body of your email.nbsp; Use meta information at the beginning of the subject line, such as ldquo;ACTION:rdquo; ldquo;INFO:rdquo; ldquo;REMINDER:rdquo; ldquo;QUESTION:rdquo; and type a short message following the meta header followed by #60;EOM#62; for ldquo;end of messagerdquo; at the end.nbsp; The body of the message can then be left blank.nbsp; So your entire subject line would look something like this: ACTION: Be sure to follow up with me on your action items from last week #60;EOM#62; That way the recipient can quickly read your email without even needing to click and open it and it is much easier to find the email later. 3.)nbsp; Don't CC: The World. Only send emails to people that absolutely need them.nbsp; By adding your boss to every one of your emails, you give the impression that you need their approval on those issues that they are expecting you to handle.nbsp; Also, by adding the bosses of others to the cc list, you come across as passive-aggressive to your recipients. nbsp;Basically you give the impression that you donrsquo;t trust your teammates to get their work completed.nbsp; In either case, it comes across as a ldquo;CYArdquo; maneuver.nbsp; Donrsquo;t do it ndash; it just makes you come across as a jerk and clutters peoplersquo;s inboxes. Last episode we covered the RACI model.nbsp; You should only CC: those folks that need to be Consulted or Informed on the particular topic. 4.)nbsp; Just Say No to Rambling Emails Email should be no longer than 2 screens ndash; you should only need to page down once at the most to read someonersquo;s email.nbsp; If you are the recipient of a rambling email, rather than try to read through it, just respond with ldquo;What are you asking?rdquo;nbsp; Hopefully they will be able to succinctly summarize their email. If you were thinking about writing a rambling email ndash; donrsquo;t do it! nbsp;As the guys o... PM,Podcasts,,PM,Software,Tools,,PM,Websites Ron Holohan, MBA PMP no No http://pm411.org/2010/02/04/genius-project-management-software/ http://pm411.org/2010/02/04/genius-project-management-software/#comments Thu, 04 Feb 2010 14:33:29 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=926 http://pm411.org/2010/02/04/genius-project-management-software/feed/ 0 http://pm411.org/2010/01/16/podcast-episode-052-its-okay-to-be-raci/ http://pm411.org/2010/01/16/podcast-episode-052-its-okay-to-be-raci/#comments Sat, 16 Jan 2010 06:19:18 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=870 http://pm411.org/2010/01/16/podcast-episode-052-its-okay-to-be-raci/feed/ 3 10:14 If you like us, give us a 5 star reviewnbsp;in iTunes! In Episode 004 and Episode 051 we discussed the Work Breakdown Structure and how it ... If you like us, give us a 5 star reviewnbsp;in iTunes! In Episode 004 and Episode 051 we discussed the Work Breakdown Structure and how it can help you as a team to clearly document your projectrsquo;s deliverables.nbsp; But once you have completed your WBS, whatrsquo;s next?nbsp; Well the next step is to develop a Responsibility Assignment Matrix, or RAM, using the RACI process.nbsp; I think you are going to find this to be a valuable tool to help clarify ownership to various parts of your project.nbsp; Soon your entire team will be RACI! Define Activities Process After you identify your deliverables in your Work Breakdown Structure, you will need to define those actions and activities that need to be done to produce the lowest level deliverables.nbsp; This is the first process in the PMBOK Time Management Knowledge Area and is known as the Define Activities Process.nbsp; In Episode 004 on Work Breakdown Structures we provided an example of a project of doing laundry.nbsp; A lower deliverable could be ldquo;clean dark clothesrdquo;.nbsp; Decomposing the activities under this deliverable could be ldquo;sort laundry by color,rdquo;, ldquo;select cold setting,rdquo; measure laundry detergent, add detergent to washer, add dark clothes to washer, check clothes once the cycle completes, unload washer, add washed clothes to dryer, select regular drying setting, check clothes once dryer timer goes off, fill laundry basket, sort laundry to iron, Iron laundry, Fold laundry, and Put laundry away. Note that the order of the activities doesnrsquo;t need to necessarily be in order at this point, and additional activities can be added such as ldquo;add dryer sheet to dryer.rdquo;nbsp; However, once you have your list of activities for each deliverable, you are ready to use the RACI process to assign them to folks associated with the project.nbsp; Basically, RACI is a method to assign activities to resources by name or by function.nbsp; RACI is an acronym that stands for four types of task assignments: Responsible Accountable Consulted Informed So, letrsquo;s talk about the four types of assignments. Responsible [R] The first type of assignment is ldquo;Rrdquo; that stands for ldquo;Responsible.rdquo;nbsp; The person assigned as ldquo;responsiblerdquo; for a task is the person, or role, that is responsible for actually performing the work for the task. A few guidelines to keep in mindhellip;nbsp; When no one is assigned as responsible for the task, chances are that it wonrsquo;t get done. Also, when many people are assigned to completing the work, it requires a lot of coordination and usually means further decomposition is required to make sure everyone is clear about what specifically they need to work on.nbsp; Finally, if a specific person is assigned as the ldquo;Rrdquo; to multiple tasks they may become overloaded.nbsp; In this case, you may want to see if someone else can fill in as the ldquo;Rrdquo; on some of the tasks. Accountable [A] The second type of assignment is ldquo;Ardquo; that stands for ldquo;Accountable.rdquo;nbsp; This is the person who is held accountable for the task getting completed. nbsp;One guideline to keep in mind for the person assigned as ldquo;Accountable,rdquo; insure only one person is assigned as accountable for each task being performed. nbsp;If you end up trying to assign multiple people to a particular task you will end up with a lot of finger pointing and confusion when issues occur. Consulted [C] The next type is Consulted ndash; the ldquo;Crsquo;s.rdquo;nbsp; These are the people involved and consulted prior to a task being performed. Essentially, their input is sought after and factored in prior to action taking place. As the number of people consulted increases, the speed with which action can be taken decreases. Conversely, too few and improper decisions and actions may be made without those whose buy-in is required being assigned as a ldquo;Crdquo;. Informed... project,management,pm,prepcast,management,project,manager,pmi,pmp,team Ron Holohan, MBA PMP no No http://pm411.org/2009/12/18/if-you-were-deleted-sorry/ http://pm411.org/2009/12/18/if-you-were-deleted-sorry/#comments Fri, 18 Dec 2009 18:39:03 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=861 http://pm411.org/2009/12/18/if-you-were-deleted-sorry/feed/ 0 http://pm411.org/2009/12/12/podcast-episode-051-is-the-wbs-just-bs/ http://pm411.org/2009/12/12/podcast-episode-051-is-the-wbs-just-bs/#comments Sat, 12 Dec 2009 17:53:57 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=842 http://pm411.org/2009/12/12/podcast-episode-051-is-the-wbs-just-bs/feed/ 1 50:01 Get the pm411.org Project Management Podcast Newsletter delivered by email for free! - Your email address and personal information are confidential and will never be ... Get the pm411.org Project Management Podcast Newsletter delivered by email for free! - Your email address and personal information are confidential and will never be sold or rented. Way back in Episode 004, I discussed one of the key building blocks of a successful project, known as the Work Breakdown Structure or WBS.nbsp; However, it is pretty evident that there is still a lot of confusion in Project Management on whether we truly need a WBS on our projects, how to structure a WBS, and how to use it throughout a projectrsquo;s lifecycle.nbsp; In this episode I welcome back to the show pmstudent.com blogger and WBS expert Josh Nankivel as we dive deeper into the topic of the Work Breakdown Structure. Joshnbsp; has recently published a set of training tools called the WBS coach to help those of us that need to know how to create a WBS or those of us that just need a refresher on WBS development.nbsp; So is the WBS justhellip;nbsp; BS?nbsp; Josh and I talk about why more PMs donrsquo;t use the WBS, we discuss whether it really helps in project planning, and finally we talk about the right and wrong ways of developing a WBS.nbsp; So what the heck is a WBS? The WBS is a special kind of outline for your project.nbsp; It is deliverables-based, focused on project results, andnbsp;usually includes a graphic hierarchy and a WBS dictionary.nbsp; Basically, it is a representation of your project scope. However, the WBS is not a task list, organizational chart, and it shouldnrsquo;t be time phased. Why should teams use Work Breakdown Structures? A lot of project managers donrsquo;t use a WBS as a tool on their project, or they see it as just another piece of paperwork.nbsp; But the WBS is the representation of scope on your project.nbsp; All deliverables, services, outcomes of your project should be covered by your project WBS. The WBS also provides clear definition of what the project will be producing.nbsp; It provides a common language and helps to structure reporting so that there is a common understanding with stakeholders.nbsp; It also provides a strong foundation for your project. The WBS also helps with clear change control.nbsp; The WBS provides traceability if anything changes to help team members and stakeholders understand how changes impact the project. Parts of the Work Breakdown Structure The ldquo;WBS Graphicrdquo; includes some kind visual hierarchy of the scope and how the deliverables are related.nbsp; There are a lot of tools that can create a WBS hierarchynbsp;ndash; mindmaps, Visio, and even Microsoft Word. The ldquo;WBS Dictionaryrdquo; goes into detail on each deliverable of the WBS.nbsp; The key to the WBS dictionary is to first define what is included and then create the details of what that deliverable is.nbsp; Many teams also create an ldquo;exclusions listrdquo; that specifies what is not included in the project scope in order to provide additional clarity to what the team is planning on delivering. ldquo;Deliverablesrdquo; can be defined as anything that is results-oriented (e.g. a system, a sub-system, etc.) Josh differs from the PMI on the definition of ldquo;activities.rdquo;nbsp; Josh sees activities as a special kind of deliverable that are service-oriented (e.g. ldquo;project management,rdquo; ldquo;configuration management,rdquo; etc.) The ldquo;work packagerdquo; is the lowest level of your WBS after decomposition.nbsp; You will later want to use your work packages to do activity definition, duration estimations, cost estimations, etc. ldquo;Control accountsrdquo; track your costs and progress on a particular piece of the WBS.nbsp; However, again, tasks are not part of the Work Breakdown Structure. So, why is there so much confusion around the WBS? One reason is because the WBS is typically understated in many PM textbooks and PM classes.nbsp; Whenever it is mentioned, it is usually just presented as a basic overview rather than providing detai... PDUs,,PM,Links,,PM,Podcasts,,PM,Tools,,PM,Video,,PM,Websites,,Teams Ron Holohan, MBA PMP no No http://pm411.org/2009/11/20/podcast-episode-050-wrike-and-pm-2-0/ http://pm411.org/2009/11/20/podcast-episode-050-wrike-and-pm-2-0/#comments Sat, 21 Nov 2009 01:34:05 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=806 http://pm411.org/2009/11/20/podcast-episode-050-wrike-and-pm-2-0/feed/ 0 29:39 Today we talk with Andrew Filev.nbsp; Andrew has been managing software teams since 2001 with the help of new-generation collaboration and management applications. His best ... Today we talk with Andrew Filev.nbsp; Andrew has been managing software teams since 2001 with the help of new-generation collaboration and management applications. His best practices are based on implementation of Enterprise 2.0 software in project management. Now Andrew is an expert in project management, a successful software entrepreneur and the CEO at Wrike.com, online project management software. Andrew is also the author of some influential project management articles, including works for Cutter IT Journal, Web 2.0 Journal and Agile Journal. Andrew is often invited to speak at conferences, symposiums and seminars. Andrew has given speeches on new trends in project management and on implementing Enterprise 2.0 strategies. He spoke at such events as the PMI Silicon Valley Tools and Techniques Forum, Office 2.0 Conference, Enterprise 2.0 Conference, Project Management Symposium and others. Andrewrsquo;s ideas about improving traditional project management are reflected in his popular Project Management 2.0 blog (http://www.wrike.com/projectmanagement). In todayrsquo;s episode we find out more about Wrike and what Project Management 2.0 is all about.nbsp;nbsp; Plus we are giving away some more freebies! Project Management 2.0 So, what is the difference between traditional project management and Project Management 2.0.nbsp; Traditional project management is focused on the project manager being the center of the teamrsquo;s communication hub. It places the manager in the center of the project work, as they need to collect all the information from team members, process it, and then communicate to various project stakeholders, including upper management. nbsp;Project planning can especially be hard and time consuming since all the project information is concentrated only around a single person mdash; the project manager.nbsp;nbsp; This contributes significantly to what a project manager spends 90% of their time doing ndash; communicating. New-generation project management tools make it possible to create a collaborative team space, and everyone involved in the project is able to contribute to the project work in this space. Project planning and communication is distributed around the whole team, and each team member has the full information on the project. Project progress is visible to everyone on the team. The project managerrsquo;s role is transformed from the traditional taskmaster to become a project visionary as they focus more on the right direction for the project development. The new-generation tools take away part of the typical traditional burden of project management and allows the project manager to focus more on leading the project team. With Project Management 2.0 collective team insight and collaboration driving a project, people and businesses are accomplishing much more than when they did with traditional project management information funneling.nbsp; nbsp;With Project Management 2.0, the project management of a project is built around the work, rather than the work being forced to conform to a particular project management system.nbsp;nbsp; Collective intelligence systems, such as wikis, mashups, and dekis have allowed teams to share information more easily. Now, New-generation technologies have brought collective intelligence into the project management process.nbsp; nbsp;and open the way to another successful practice, emergent structures, where the one-to-many approach of conventional Work Breakdown Structures (WBS) is replaced by a many-to-many approach of work package delivery. Together, these powerful principles determine key differences between Project Management 2.0 and traditional project management: Bottom-up planning is utilized much more often and much more efficiently Tools help to communicate and reduce unnecessary burden Instead of using one work-breakdown structure that is designed before the project is started, multiple structures might be applied and they can ev... Communication,,PM,Links,,PM,Podcasts,,PM,Software,Tools,,PM,Websites,,Teams Ron Holohan, MBA PMP no No http://pm411.org/2009/10/24/podcast-episode-049-event-chain-project-management/ http://pm411.org/2009/10/24/podcast-episode-049-event-chain-project-management/#comments Sun, 25 Oct 2009 03:50:44 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=785 http://pm411.org/2009/10/24/podcast-episode-049-event-chain-project-management/feed/ 2 38:07 Today we talk with Lev Virine, PhD. Lev is president and co-founder of Intaver Institute, a Calgary (Canada) based research, software development, and consulting company. ... Today we talk with Lev Virine, PhD. Lev is president and co-founder of Intaver Institute, a Calgary (Canada) based research, software development, and consulting company. Lev has twenty years of engineering and project management experience in information technology and construction industries and is author of more than thirty scientific papers and patents. Lev's current research interests include decision and risk analysis, project management, and their applications. And much of his writing is on the topic of Project Management using Event Chain Methodology, which differs substantially from Critical Chain methodology which we have talked frequently about on the show in the past. So, we talked with Levnbsp;to find out more about what exactly is Event Chain methodology. The Intaver Institute First, a bit about Lev's company.nbsp; The Intaver Institute Inc. is a leading innovator in the field of project management software, offeringnbsp;their clients "unique, cost effective software solutions to their project and portfolio management challenges." Intaver Institute was founded in 2002 by respected technology executives, mathematicians, economists, and computer scientists. Intaver Institute Inc. develops commercial software, provides training and consulting services, and performs scientific research in the area of project decision and risk analysis. Event Chain Methodology According to Lev, event chain methodology is an uncertainty modeling and schedule network analysis technique that is focused on identifying and managing events and event chains that affect project schedules. Event chain methodologynbsp;cannbsp;helpnbsp;tonbsp;reduce the negative impact of psychological heuristics and biases, as well as to allow for easier modeling of uncertainties in project schedules. Event Chain Methodology Objectives: There arenbsp;three mainnbsp;objectives of utilizing Event Chain methodology. 1.nbsp;To mitigate the effect of motivational and cognitive biases in estimating and scheduling. In many cases, project managers intentionally or unintentionally create project schedules that are impossible to implement. 2.nbsp;To simplify the process of defining risks and uncertainties in project schedules and particularly to improve the ability to provide reality checks and visualize multiple events. 3. To perform more accurate quantitative analysis while taking into account such factors as relationship between different events and actual moment of the events. Event Chain Methodology Principles There are also several priniciples to be followed. 1.) Moment of risk and state of activity An activity (task) in most real life processes is not a continuous uniform procedure. Tasks are affected by external events, which transform an activity from one state to another. One of the important properties of an event is the moment when an event occurs during the course of an activity. This moment, when an event occurs, in most cases is probabilistic and can be defined using statistical distribution. 2.) Event Chains Events can cause other events, which will create event chains. These event chains can significantly affect the course of the project. Lev provides the example ofnbsp;requirement changes that can cause an activity to be delayed. To accelerate the activity, the project manager allocates a resource from another activity, which then leads to a missed deadline.nbsp;Eventually, this can lead to the failure of the project. 3.) Monte Carlo Simulations Once events and event chains are defined, quantitative analysis using Monte Carlo simulation can be performed to quantify the cumulative impact of the events. Probabilities and impacts of risks arenbsp;used asnbsp;the input data for Monte Carlo simulation of the project schedule. In most real life projects, it is necessary to supplement the information regarding the uncertainties expressed as an event with distributions related to duration, start time, cost, and ... PM,Podcasts,,PM,Software,Tools,,PM,Websites,,Risk,Management Ron Holohan, MBA PMP no No http://pm411.org/2009/10/05/announcing-mindjet-catalyst/ http://pm411.org/2009/10/05/announcing-mindjet-catalyst/#comments Tue, 06 Oct 2009 04:01:39 +0000 Ron Holohan, MBA PMP 1927122623 http://pm411.org/2009/10/05/announcing-mindjet-catalyst/feed/ 5 18:04 Today I am extremely excited about a major product announcement from Mindjet, the makers of MindManager mindmapping software.nbsp;nbsp;In today's podcast Inbsp;talk with Mindjet CEO Scott ... Today I am extremely excited about a major product announcement from Mindjet, the makers of MindManager mindmapping software.nbsp;nbsp;In today's podcast Inbsp;talk with Mindjet CEO Scott Raskin about a new collaborative Project Management 2.0 tool from Mindjet that is the only platform that combines mindmapping with secure online document and file sharing, secure workspaces,nbsp; integrated web chat, and web conferencing technologies. The visual nature of Mindjetrsquo;s information and idea mapping application (mind mapping) efficiently captures and organizes complex ideas and processesmdash;from the big picture down to the smallest detailsmdash;in a way that is easy for everyone on a project team to comprehend. It makes it possible for teams to quickly arrive at a common understanding of any given issue, opportunity or project, and then easily engage with the most relevant information to turn ideas into action. By combining these unique and proven benefits of information and ideas mapping application with online document and file sharing, secure workspaces and fully featured web conferencing, groups can now overcome barriers to productive business interaction and decision-making. Creating Collaborative Environments Mindjet Catalyst is designed to bring back true collaboration which results from not only bringingnbsp;team membersnbsp;together but enabling them to engage in real-time as if they were in same room, even if they are physically thousands of miles apart. Current economic conditions have businesses rethinking everything they do, from supply chain and finance to engineering and marketing. A fundamental shift in the way companies collaborate needs to take place and as such, businesses are looking to create collaborative environments that focus on harnessing the power of the minds theyrsquo;ve hired, creating an atmosphere of engagement, and providing for the aggregation of all current tools that leads to real, iterative visual collaboration. ldquo;With the launch of Catalyst, we feel we have brought to market a complete web-based visual collaboration platform that connects people who are working together and empowers them to share and organize ideas and information and ultimately drive business success,rdquo; said Scott Raskin, CEO of Mindjet. ldquo;We invite teams and organizations from all industries looking to improve business processes and drive innovation within the enterprise to sign up for a free 30-day trial and begin reaping the benefits of Mindjet Catalyst.rdquo; Project Managers of all stripesmdash;who have used Mindjet products to enhance their personal productivitymdash;can now extend those benefits to team members and work groups via Mindjet Catalyst. Web-based Visual Information and Idea Mapping At the heart of Mindjet Catalyst is an intuitive diagram called a ldquo;mind maprdquo; that enablesnbsp;teams to collaborate with others to organize, manage and communicate complex ideas and information. Mindjetrsquo;s visual approach is unlike documents, presentations and e-mail, which constrain the user to working one page at a time. The approach efficiently organizes complex ideas and processesmdash;from the big picture down to the smallest detailsmdash;enabling an entire team to easily engage with the most relevant information, increase clarity and turn ideas into action. Documents, images, links, spreadsheets and presentations can all be easily incorporated to help users better understand context, relationships and priority of the informationmdash;without ever leaving Catalyst. The result: users and teams can effectively illustrate and communicate ideas, and see the forest and the trees. ldquo;Activitiesrdquo; templates, pre-loaded maps created to provide the framework to address specific business problems, allownbsp;teams to get started immediately. The Catalyst platform allows users to work simultaneously with colleagues to structure and refine ideas or embed relevant information within... Communication,,Meetings,,PM,Podcasts,,PM,Services,,PM,Software,Tools,,Teams Ron Holohan, MBA PMP no No http://pm411.org/2009/09/29/podcast-episode-047-schedule-killers-bad-multitasking/ http://pm411.org/2009/09/29/podcast-episode-047-schedule-killers-bad-multitasking/#comments Tue, 29 Sep 2009 18:01:48 +0000 Ron Holohan, MBA PMP 2086462238 http://pm411.org/2009/09/29/podcast-episode-047-schedule-killers-bad-multitasking/feed/ 3 22:56 Get the pm411.org Project Management Podcast Newsletter delivered by email for free! - Your email address and personal information are confidential and will never be ... Get the pm411.org Project Management Podcast Newsletter delivered by email for free! - Your email address and personal information are confidential and will never be sold or rented. Today we continue our series on Schedule Killers ndash; those tendencies and traits of project teams that cause us to miss our deadlines!nbsp; In Episode 045, we discussed ldquo;The Student Syndrome,rdquo; which is defined as ldquo;the phenomenon that many people will start to fully apply themselves to a task just at the last possible moment before a deadline.rdquo;nbsp;nbsp; In Episode 046, we discussed ldquo;Parkinsonrsquo;s Law,rdquo; which is defined as ldquo;the demand upon a resource tends to expand to match the supply of the resource.rdquo;nbsp; Today we talk about ldquo;Bad Multitasking.rdquo; What is Bad Multitasking? Bad Multitasking is also often expressed as ldquo;when resources constantly switch focus between critical path tasks on multiple projects AND someone is waiting for the output of their task before they can do their work.rdquo; Unfortunately our brains are not wired to do more than one cognitive task at a time.nbsp; In other words, people are not able to successfully do two tasks at the same time that require their attention.nbsp; To prove this point, the University of Utah Psychology department published a study back in 2006 showing that motorists who talk on handheld or hands-free cellular phones are as impaired as drunken drivers. So why do people try to multitask? People try to multitask is because of lots of reasons. 1.)nbsp;nbsp; People frequently become bored working on a single task at a time.nbsp; This is especially the case for programmers and other team members that need to do detailed work that require a lot of concentration.nbsp; We feel that by switching to a different task we can refresh our minds with new work.nbsp; Unfortunately, this will most likely cause each of the tasks being worked on to take longer to complete. 2.)nbsp;nbsp; Poor work prioritization.nbsp; If a team member doesnrsquo;t know whether Task A is more important than Task B and is expected to get both done at the same time, they may try to do just that.nbsp; Unfortunately, working on two tasks at the same time will make both of them take longer. 3.)nbsp;nbsp; Customer / Manager demands and pressure.nbsp; Some managers and customers tend to use the whip more than the carrot.nbsp; And frequently team members are stuck between two or more managers or customers who use this technique at the same time.nbsp; This always reminds me a bit of the ldquo;rundown playrdquo; in baseball where the runner is stuck between two bases as the infielders keep him switching directions until he finally is tagged out (or gets to one of the bases safely).nbsp; In the PM world, the team member is often forced to change directions between two project managers while trying to satisfy both until he finally is ldquo;tagged outrdquo; for being late on both tasks. 4.)nbsp;nbsp; We are taught that multitasking is an admirable skill set.nbsp; There is some truth to being able to successfully manage multiple projects at the same time, but this is different than switching constantly mid-stream between tasks between the projects.nbsp; It is about being able to successfully prioritize your tasks with the help of your managers to make sure all schedule requirements are met without sacrifice to the other factors of the Triple-Constraint. So why is trying to multi-switch between tasks bad? 1.)nbsp;nbsp; It will always cause each task to take longer.nbsp; Looking at the figure below, it is easy to see that three tasks of 1 week duration will take longer to complete when Solution #1 using Bad Multitasking to switch midstream between tasks is used over Solution #2 where tasks are prioritized and then worked on until completion.nbsp; Not only will Task A and Task B be completed nearly a week later, the additional setup time required to switch between tasks cau... Agile,,Estimating,,Meetings,,PM,Podcasts,,Scheduling,,Teams Ron Holohan, MBA PMP no No http://pm411.org/2009/09/11/podcast-episode-046-schedule-killers-parkinsons-law/ http://pm411.org/2009/09/11/podcast-episode-046-schedule-killers-parkinsons-law/#comments Sat, 12 Sep 2009 00:08:22 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=666 http://pm411.org/2009/09/11/podcast-episode-046-schedule-killers-parkinsons-law/feed/ 0 21:52 Get the pm411.org Project Management Podcast Newsletter delivered by email for free! - Your email address and personal information are confidential and will never be ... Get the pm411.org Project Management Podcast Newsletter delivered by email for free! - Your email address and personal information are confidential and will never be sold or rented. Today we continue our series on Schedule Killers ndash; those tendencies and traits of project teams that cause us to miss our deadlines!nbsp; Last episode we discussed ldquo;The Student Syndrome,rdquo; which is defined as ldquo;the phenomenon that many people will start to fully apply themselves to a task just at the last possible moment before a deadline.rdquo;nbsp;nbsp; Today we talk about ldquo;Parkinsonrsquo;s Law.rdquo; What is Parkinsonrsquo;s Law? Parkinsonrsquo;s Law, as it is known today, started as the first sentence of an essay that Cyril Northcote Parkinson wrote for The Economist in 1955.nbsp; Parkinson was a British naval historian, public administration scholar, and author of over sixty books.nbsp; Parkinsonrsquo;s claim that ldquo;work expands so as to fill the time available for its completionrdquo; later was expanded to include how work expands in bureaucracies in his bestselling 1957 book, Parkinsonrsquo;s Law. Parkinsonrsquo;s Law is also often expressed as ldquo;The demand upon a resource tends to expand to match the supply of the resource,rdquo; although the reverse is not true. I personally like to think of Parkinsonrsquo;s Law as the ldquo;Ideal Gas Lawrdquo; for projects.nbsp; No, I am not referring to the hot air that some project managers are famous for expelling.nbsp; But rather, if you think of the amount of work required to complete a task as a set number of gas molecules inside a sealed container, the gas would still fill the container if you were to make the container bigger.nbsp; Only the distance between the work molecules would be greater and there would be less pressure inside of the container.nbsp; However, if you were to reduce the size of the container or if someone were to apply ldquo;heatrdquo; to the system, the pressure would increase.nbsp; But if less ldquo;heatrdquo; were applied or if the container was allowed to grow, the volume of work would still expand to completely fill the container. So, what Parkinsonrsquo;s Law states is that if you were to think of the size of a project task duration to be the analogy of a gas-filled container and you were able to successfully complete the work in 2 weeks, that same work would expand to fill 4 weeks if the task duration was expanded. So, if a team member finishes the required work in 2 weeks, they will typically keep the working on the task until it is absolutely required for them to turn their work deliverable over.nbsp; If they are given even more time to complete a task, they will still take the entire time allocated to them. The reason why this is a problem is because any ldquo;bufferrdquo; added to the individual task to protect the project end date is wasted by the effects of Parkinsonrsquo;s Law extending individual task durations. Why Does Parkinsonrsquo;s Law Occur? So why do people want to hang on to their work anyway?nbsp; You would think people would want to ldquo;get it off their deskrdquo; and start working on the next task, just like someone would with a ldquo;to dordquo; list.nbsp; There are actually several reasons why Parkinsonrsquo;s Law occurs. 1.)nbsp;nbsp; People want to make their deliverable as good as possible. Unfortunately, people often equate this to improving the deliverablersquo;s quality through adding additional features or performance even if it surpasses the task deliverable requirements.nbsp; Sometimes this is referred to ldquo;gold platingrdquo; or ldquo;polishing the apple.rdquo;nbsp; It has been shown that often times true quality is compromised.nbsp; A simple example is a presentation that someone continues to make ldquo;prettyrdquo; by adding a lot of extraneous graphics, colors, animations, and text that takes additional editing time and only serves to detract from the quality of the orig... Accountability,,Estimating,,PM,Podcasts,,Scheduling,,Teams Ron Holohan, MBA PMP no No http://pm411.org/2009/08/30/are-you-connected/ http://pm411.org/2009/08/30/are-you-connected/#comments Mon, 31 Aug 2009 00:38:06 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=654 http://pm411.org/2009/08/30/are-you-connected/feed/ 1 http://pm411.org/2009/08/22/podcast-episode-045-schedule-killers-student-syndrome/ http://pm411.org/2009/08/22/podcast-episode-045-schedule-killers-student-syndrome/#comments Sat, 22 Aug 2009 21:01:58 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=610 http://pm411.org/2009/08/22/podcast-episode-045-schedule-killers-student-syndrome/feed/ 5 9:50 Get the pm411.org Project Management Podcast Newsletter delivered by email for free! - Your email address and personal information are confidential and will never be ... Get the pm411.org Project Management Podcast Newsletter delivered by email for free! - Your email address and personal information are confidential and will never be sold or rented. Today we will be starting a series on Schedule Killers ndash; those tendencies and traits of project teams that cause us to miss our deadlines!nbsp; And the first schedule serial killer of project teams that we will be discussing is calledhellip; ldquo;The Student Syndrome!rdquo; What is Student Syndrome? Remember back when you were a student and you got to stay out late, sleep in late, you even occasionally showed up for classeshellip;nbsp; Ah, those were the good olrsquo; dayshellip;.nbsp; You had freedom, you were living and enjoying life, and you were always on top of all of your assignmentshellip;.nbsp; Or were you? You know, if you were like me, you typically worked on your assignments at the very last minute rather than throughout the semester.nbsp; But at the beginning of the semester it always seemed like you had sooooo much time to get it done.nbsp; There was no sense of urgency when there was fun to be had!nbsp; Well, unfortunately, this form of procrastination, often times called ldquo;The Studentrsquo;s Syndromerdquo; is not just a malady of high school or college kids.nbsp; Yep, probably most of you have seen it on your project teams as well.nbsp; You knowhellip;nbsp; that team member that comes to you in a panic the day before the deliverable is due although they had nearly 4 weeks to finish it.nbsp; Or the supplier that sends you 2 parts short because they had a problem and werenrsquo;t able to get all 500 pieces done.nbsp; Even us project managers ndash; how many of us have started working on our status report the night before it was due?nbsp; Hmmmhellip;nbsp; Maybe oncehellip;nbsp; twice? What Causes Student Syndrome? Wikipedia defines ldquo;Student Syndromerdquo; as ldquo;the phenomenon that many people will start to fully apply themselves to a task just at the last possible moment before a deadline.rdquo;nbsp; Wikipedia goes on to state that although Student Syndrome is a form of procrastination, there is usually a form of psychological justification behind it. For example, instead of reviewing material throughout the semester, a student may justify waiting to study for finals until the final week ndash; I mean what would be the point of reviewing the material throughout the semester, before first learning all the material that would be on the exam.nbsp; And you would just forget it over the course of the semester anyhow, right? How to Cure It So how do we change this behavior where we put off until tomorrow what we could do today...nbsp; and how do we overcome this behavior on our own project teams? Well, one method to combat Student Syndrome is to break long-duration tasks and project timelines into smaller tasks.nbsp; The answer to the question, ldquo;How do you eat an elephant,rdquo; is of course ldquo;one small bite at a time.rdquo;nbsp; I personally am not fond of eating elephants, but coincidentally the same approach holds true for project digestion.nbsp; By breaking up your schedule into smaller phases and then into smaller steps, tasks, and milestones you are reducing an overwhelming large-scaled effort into manageable bite-sized pieces.nbsp; These pieces can then be more easily monitored and controlled by you and the team and as a result, you can maintain a steady pace throughout the project.nbsp; You can also more quickly determine any quality or delay issues prior to taking another small bite. This is the premise behind agile solutions and they promote the use of ldquo;bite sizedrdquo; review-meetings where they review just the status of the work that has been completed since the previous meeting.nbsp; I discussed this approach in detail in Episode 3 Part 2:nbsp; On Managing Effective Meetings. So what exactly is considered a bite-sized task?nbsp; Well that really depends on how long yo... Accountability,,Estimating,,PM,Podcasts,,Scheduling,,Teams Ron Holohan, MBA PMP no No http://pm411.org/2009/08/10/episode-044-pmp-exam-tools/ http://pm411.org/2009/08/10/episode-044-pmp-exam-tools/#comments Tue, 11 Aug 2009 03:53:30 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=558 http://pm411.org/2009/08/10/episode-044-pmp-exam-tools/feed/ 0 16:11 There are a lot of resources out there available to those preparing to take thenbsp;PMPreg; exam.nbsp; Well, we are pleased to announce that we at ... There are a lot of resources out there available to those preparing to take thenbsp;PMPreg; exam.nbsp; Well, we are pleased to announce that we at the pm411.org Project Management podcast now offer 3 new tools to help you pass the latest version of the PMP Exam, which covers the 4th edition of the Project Management Book of Knowledge (PMBOK). I want to tell you aboutnbsp;these three tools and how they can help you pass the PMP exam on your first try! The Project Management PrepCasttrade; Are you frustrated because you are trying to balance life, family, friends, work and on top of it all you need to find the time to study for the challenging Project Management Professional (PMPreg;) Exam? nbsp;I was in your shoes back in 2007 when I was preparing for my exam. After a lot of searching on the Internet and trying unhelpful tutorials and tools that cost hundreds of dollars, I finally found the perfect product.nbsp; This product allowed me to easily prepare for the exam with my busy schedule and without having to take time off work to take even more expensive prep classes. nbsp;That tool was The Project Management PrepCasttrade;!nbsp; The Project Management PrepCasttrade; allowed me to take advantage of the time that was usually wasted while commuting to work, exercising, waiting in line, etc. I loved the product so much that I gave it 5 out of 5 ldquo;milestones,rdquo; on the pm411.org podcast and website. nbsp;And I was so impressed with the quality of this product that I even asked the creator of the tool, Cornelius Fichtner, PMP, how I could help spread the word about this tool to other project managers looking to successfully pass the PMPreg; Exam. The Project Management PrepCasttrade; is hands-down the best tool that I used in preparing for my own PMPreg; Exam and I was able to pass the exam on the first try on September 7th, 2007 as a result of listening to its content. The Project Management PrepCasttrade; covers concepts, tools and techniques you need to be familiar with to take the PMPreg; Certification exam. nbsp;And it covers the material from the latest PMBOKreg; Guide (4th Edition), and includes necessary models, theories and formulas not covered in the Guide. nbsp;The episodes are actually fun, interesting and engaging.nbsp; And the best part is thatnbsp;The Project Management PrepCasttrade; helps you understand these concepts instead of memorizing them. The PrepCast gives you 112 video and audio lessons.nbsp; Each lesson averages 26 minutes length and focuses on one concept or process. nbsp;In total the lessons are over 47 hours long. nbsp;You'll get 38 hours of video lessons and 9.5 hours of audio lessons. nbsp;You can watch them as often as you like to enhance your understanding. But the PM PrepCasttrade; is more than just a series of videos and audio files... it is your complete PMPreg; exam study approach: It will increase your chance of passing the PMPreg; Exam by receiving real-world examples to help you understand the PMPreg; exam concepts #38; not just to memorize them. nbsp;It will help make you a better project manager, too. You will shorten your study time because you can maximize your day by listening anywhere your player goes. For instance you can listen when you drive to work, you can watch over lunch, you can listen when you are outside riding your bike, you can watch as you are sitting on the bus or you can listen when you are waiting in line at the post office. You will hear everyday English and not the very difficult to understand language from the PMBOKreg; Guide. You will hear 10 episodes on Applied PMPreg; Concepts, based on student and expert feedback. These interviews with experts translate the concepts into everyday project management situations that you can relate to. You will hear from a number recent PMPreg; exam takers ndash; including myself: Learn their best practices on how to apply, study and pass. You will find that the 42 processes and 9 knowledge are... PM,Podcasts,,PM,Resources,,PMPreg;,Preparation Ron Holohan, MBA PMP no No http://pm411.org/2009/08/03/the-pm-podcast-pmo-roundtable/ http://pm411.org/2009/08/03/the-pm-podcast-pmo-roundtable/#comments Tue, 04 Aug 2009 00:12:39 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=562 http://pm411.org/2009/08/03/the-pm-podcast-pmo-roundtable/feed/ 1 47:51 Cornelius Fichtner, PMP, host of The PM Podcast, once againnbsp;invitednbsp;Shawn Futterer, PMP, of The ICPM website, and myself to a roundtable project management podcast discussion.nbsp; ... Cornelius Fichtner, PMP, host of The PM Podcast, once againnbsp;invitednbsp;Shawn Futterer, PMP, of The ICPM website, and myself to a roundtable project management podcast discussion.nbsp; In this roundtable discussion we focus on the Project Management Office (PMO). Shawn works for a telecommunications provider and is in charge of one of several large projects and also has other project managers who are reporting to him. We begin our roundtable withnbsp;a definition of what a PMO is, compare how this fits with all our understanding and then we discuss various aspects, tips #38; tricks from our PMOs. Be sure to check out Cornelius' multitude of PM resource sites: The Project Management Podcast The Project Management PrepCast PM Opinions The Cornelius Fichtner Blog And also be sure to check out the the International Community of Project Managers website (www.theicpm.com) that Shawn created. So, do you have a PMO at your company?nbsp; Tell us about it or leave us a comment! Get the pm411.org Project Management Podcast Newslestter delivered by email for free! - Your email address and personal information are confidential and will never be sold or rented. Organization,,PM,Books,,PM,Podcasts,,PM,Software,Tools,,PM,Websites Ron Holohan, MBA PMP no No http://pm411.org/2009/07/23/podcast-episode-043-interview-with-josh-nankivel-pmp/ http://pm411.org/2009/07/23/podcast-episode-043-interview-with-josh-nankivel-pmp/#comments Thu, 23 Jul 2009 19:25:12 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=538 http://pm411.org/2009/07/23/podcast-episode-043-interview-with-josh-nankivel-pmp/feed/ 1 27:03 Write a review of the pm411.org Podcast in iTunes! Welcome to Episode 043 of The pm411.org Project Management Podcast.nbsp; It has been awhile since my last ... Write a review of the pm411.org Podcast in iTunes! Welcome to Episode 043 of The pm411.org Project Management Podcast.nbsp; It has been awhile since my last published podcast ndash; nearly 6 months!nbsp; I have been busy trying to balance work, play, family and fitness over that time and apologize for the delay in getting a new episode out to you.nbsp; But todayrsquo;s episode should help to make up for lost time! First off, we have new theme music for The pm411.org Project Management Podcast.nbsp; A special thanks goes out to Mike Scheibinger at Sony Creative Software for granting me permission to use the ACID Pro 7.0 sample song, entitled ldquo;Just So You Knowrdquo; as our new theme music!nbsp; I think the song has a great fast-paced enthusiasm to it that makes you just want to go out and manage projects!nbsp; Let me know what you think of it. Secondly, we have a great guest with us for this episode.nbsp; Josh Nankivel is the blogger and founder of pmStudent.com, a site dedicated to helping new and aspiring project managers succeed. nbsp;Josh has over a decade of project management experience in the IT, Financial Services, Telecommunications, and Aerospace industries.nbsp; He is currently the lead project manager for the TSSC contract on the ground system of the Landsat Data Continuity Mission, a joint mission between the USGS and NASA. nbsp;Josh's academic background includes a BS in Project Management and he holds the PMP certification. Josh recently interviewed me for thenbsp;pmStudent.com website, and he was willing to return the favor and he let me interview him last weekend for this pm411.org podcast.nbsp; During the interview, Josh and I discuss all kinds of great stuff including his past and current projects, the pmStudent.comnbsp;website, the PMP and its future for project management, and even possible ideas for a great Project Management videogame! The PMP and what it means Josh and I apparently agree in a lot of areas when it comes to the Project Management Professional (PMP) exam and what it means.nbsp; We both feel that the taking the PMP exam should be much more than just a means of getting the letters ldquo;PMPrdquo; after your name.nbsp; The process of studying, seeing how that knowledge applies to your job as a project manager, asking colleagues questions about how to apply best practices within your organization, and searching out PM resources and networks nbsp;is what preparing for the exam should really be about.nbsp; Those who go to a PMP ldquo;bootcamprdquo; for 3 to 5 days and then immediately regurgitate the answers on the exam the very next day, only to forget any gained knowledge like it was yesterdayrsquo;s lunch, are really missing the point of the exam.nbsp; It is the process of learning the material and seeing how it applies to your situation as a project manager that matters.nbsp; It is about helping others with the knowledge that you have gained.nbsp; It is about a commitment to continue life-long learning in project management after the test is taken.nbsp; These are the things that matter when deciding whether to take the PMP exam or not. Josh and I also agree that having the PMP credential does not necessarily automatically mean having great project management skills.nbsp; I equate this to having received a high school or college degree.nbsp; The PMP doesnrsquo;t absolutely guarantee success as a project manager, no more than having a MBA means you are going to be successful in business.nbsp; Josh suggests that perhaps PMI should have some form of ldquo;competencyrdquo; review or retest to insure that you have retained the knowledge long after taking the exam.nbsp; Josh indicated that when he took and passed the PMP exam, he prepared and studied for it as if he was going to be required to re-pass the exam again in 18 months.nbsp; This is a great way of looking at preparing for the exam.nbsp; Put that knowledge gained in preparing for the exam in your long-term memory sto... Career,,PDUs,,PM,Links,,PM,Podcasts,,PM,Software,Tools,,PM,Websites,,PMPreg;,Preparation,,Site,Updates Ron Holohan, MBA PMP no No http://pm411.org/2009/07/20/pmstudent-com-interview/ http://pm411.org/2009/07/20/pmstudent-com-interview/#comments Mon, 20 Jul 2009 14:04:33 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=527 http://pm411.org/2009/07/20/pmstudent-com-interview/feed/ 0 http://pm411.org/2009/06/14/project-management-in-the-real-world-available-in-the-us/ http://pm411.org/2009/06/14/project-management-in-the-real-world-available-in-the-us/#comments Mon, 15 Jun 2009 00:20:19 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=518 http://pm411.org/2009/06/14/project-management-in-the-real-world-available-in-the-us/feed/ 0 http://pm411.org/2009/02/24/are-you-an-artist-or-a-producer/ http://pm411.org/2009/02/24/are-you-an-artist-or-a-producer/#comments Tue, 24 Feb 2009 16:17:14 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=468 http://pm411.org/2009/02/24/are-you-an-artist-or-a-producer/feed/ 0 http://pm411.org/2009/02/22/managing-change-in-agile-environments/ http://pm411.org/2009/02/22/managing-change-in-agile-environments/#comments Sun, 22 Feb 2009 20:26:17 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=464 http://pm411.org/2009/02/22/managing-change-in-agile-environments/feed/ 0 http://pm411.org/2009/02/01/podcast-episode-042-pm-opinions/ http://pm411.org/2009/02/01/podcast-episode-042-pm-opinions/#comments Sun, 01 Feb 2009 20:04:36 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=443 http://pm411.org/2009/02/01/podcast-episode-042-pm-opinions/feed/ 0 9:32 Write a review of the pm411.org Podcast in iTunes! Have you ever spent oodles of money on perhaps a Project Management training session, or book, or ... Write a review of the pm411.org Podcast in iTunes! Have you ever spent oodles of money on perhaps a Project Management training session, or book, or piece of software and found yourself afterwards to be...nbsp; well, oodles of dollars poorer and not oodles of times smarter or more productive?nbsp; This has happened more than once to me in my project management career and I have come to the decision that Hell No!nbsp; Hell no, I will not spend one more penny on a worthless snake-oil salesman's promise of completing projects 4 months under schedule, 2 million underbudget, no no matter how many scope changes your sponsor throws at. Well, I am here to tell you about a great new Project Management Resource called PM Opinions (www.pmopinions.com) that allows you, as a project management consumer, to read reviews from other people on various Project Management books, training, and software before you spend your money on it.nbsp; And it is all free! The PM Opinions website, found at www.pmopinions.com, was founded by Cornelius Fichtner, host of the PM PrepCast and PM Podcast after receiving a lot of questions concerning what products and services he would recommend to project managers.nbsp; He decided that he could create a free website, where Project Managers could review various products and services to allow others to make informed decisions BEFORE they purchase.nbsp; What a concept huh?nbsp; The site is similar to the product reviews hosted by Amazon.com, where people can exclaim their joy or their frustration at products that they have purchased. There are literally hundred of different products and services with unbiased reviews by real project managers.nbsp; Everything from various associations - Like PMI and PDMA, to Windows-based Software, like PERT Chart expert, RiskyProject Pro, and Project Kickstart. By having real Project Managers provide the reviews, you get past that flashy advertising and promotion of the company trying to peddle their products themselves. Recently I decided to look through the PM Opinions site for Project Management books that might be interesting to read and I came across one that caught my eye called 100 Things Project Managers Should Do Before They Die by Rita Mulcahy.nbsp; The description of the book certainly sounded interesting.... "With all of the craziness that projects usually entail, sometimes we forget to have fun! Did it ever cross your mind to do something a little wacky? Between creating schedules and holding meetings, it is important to make time to enjoy the experiences suggested in this very different kind of to-do list. Take a moment to see the humor in projects again! Written by best-selling PM author Rita Mulcahy, this must-have resource includes sections on Getting Your Point Across, Minding the Details, Shaping Your Success, Leading with a New Perspective, Creating Teamwork, Taking Care of You, and more!" Nice sales plug, but is it a good book?nbsp; Will it really help me to be a better project manager and is it an enjoyable read?nbsp; Well, luckily there was a review from project management author Jerry Manas where he provids the following review on the book: "This is a great book to keep on your desk as a reminder of the simple, small, and sometimes funny things you can do to greatly improve your performance. It's the kind of book that could easily be a calendar as well, with each page containing a valuable nugget of information. Even better,this could be used as a daily reminder to your whole team!! I found the book to be a goldmine of inspiration for individuals and teams. The fact that such a simple, unassuming book that can fit in your pocket would provide more value than many 500 page manifestos is downright refreshing. Some of my favorite excerpts (each supported by a few paragraphs in the book): - Watch an inspiring movie and draw project management tips from it - Ask 5 to 10 questions about why the project is being done - Spend a we... PM,Links,,PM,Podcasts,,PM,Reviews Ron Holohan, MBA PMP no No http://pm411.org/2009/02/01/what-is-your-personal-elevator-speech/ http://pm411.org/2009/02/01/what-is-your-personal-elevator-speech/#comments Sun, 01 Feb 2009 18:44:43 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=422 http://pm411.org/2009/02/01/what-is-your-personal-elevator-speech/feed/ 0 http://pm411.org/2009/01/13/podcast-episode-041-getting-back-into-the-swing/ http://pm411.org/2009/01/13/podcast-episode-041-getting-back-into-the-swing/#comments Tue, 13 Jan 2009 13:26:58 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=407 http://pm411.org/2009/01/13/podcast-episode-041-getting-back-into-the-swing/feed/ 0 6:14 So the holidays are over and you are facing returning to work to continue where you and your team left off during the holidays.nbsp; For ... So the holidays are over and you are facing returning to work to continue where you and your team left off during the holidays.nbsp; For the past several few weeks you have been enjoying lounging around in your pajamas, eating holiday cookies, taking naps, and watching Oprah.nbsp; But now you are facing the reality of returning to work, facing your team members, you boss, and your stakeholders.nbsp; Like a bear being suddenly interrupted from its winter slumber, if you are like me, you are thinking about all the things that your team didn't get done over the holidays and wishing you had just a couple more weeks of hibernation. So how do you conquer the stress of getting back into the flow of your project after the holidays?nbsp; Well, that's what we are going to discuss today, so let's go ahead and get started. So here I am in the final weekend of my 16 day vacation that I took over the holidays and to be honest, I am already thinking about returning to work.nbsp; I am thinking about all those loose ends that didn't get addressed right before the holidays; those issues that came up over the holidays that weren't addressed and could possibly affect my project schedule, and my stakeholders wanting reassurance that things are still on track.nbsp; And although I feel that I got some well-needed rest and relaxation over my vacation, I can't help but still feel the knot growing in my stomach as I think about returning to work.nbsp; Don't get me wrong, I enjoy my work and the challenges of my project.nbsp; But with the economy in the poor shape it is in and the need to do more with less, there seems to be even more pressure on project managers to be both more successful and more efficient at the same time. As I start worrying about jump starting my project again after weeks of people enjoying the holidays, I can feel my stress increase.nbsp; What if my team didn't complete what needed to get completed prior to the holidays? nbsp;What if our prototype parts weren't ordered on time - or perhaps the supplier has slipped on their tooling leadtime because of the holidays?nbsp; What if all my team members have decided to quit over the holidays become elves in Santa's workshop. And that's when I realize what is happening.nbsp; I am starting to focus on "what if's".nbsp; I am starting to worry about issues that may or may not even be issues.nbsp; So, how do I address these concerns and take appropriate action?nbsp; I make a list...nbsp; I make a list of what I need to accomplish on my first day of work.nbsp; And I want to share the list of "to-do's" with you. 1.)nbsp;nbsp;nbsp; First, I need to stay positive and enthusiastic about getting back to work.nbsp; Remember your team members are probably feeling the same way you are about returning to work and if you show them support and encouragement it will be a quicker transition for everyone in getting back into the swing of things. 2.)nbsp;nbsp;nbsp; Secondly, I Review my project schedule with my team for any open tasks that did not get completed prior to the holidays. 3.)nbsp;nbsp;nbsp; Third, my team and I develop plans on how to quickly address any tasks that may have slipped to help prevent any further slips. 4.)nbsp;nbsp;nbsp; Fourth, I make sure that I communicate any issues or delays that may have occurred over the holidays to my manager and other key project stakeholders.nbsp; I review with those stakeholders how the team is working to get back on track. 5.)nbsp;nbsp;nbsp; Finally, I try to remain a consistent leader.nbsp; If some of my expectations were not met while I was away, rather than losing my cool over it, I try to stay positive, and look for opportunities for my team to recover. By using these 5 steps, I have found that my team usually is able to transition back to work and get back on track quickly. What suggestions do you have for recovering after the holidays?nbsp; Drop me an email or leave us a comment. Get the pm411.org Project Mana... PM,Podcasts,,Teams Ron Holohan, MBA PMP no No http://pm411.org/2008/12/28/podcast-episode-040-mindmanager-pro-8-browser-features/ http://pm411.org/2008/12/28/podcast-episode-040-mindmanager-pro-8-browser-features/#comments Sun, 28 Dec 2008 19:55:18 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=381 http://pm411.org/2008/12/28/podcast-episode-040-mindmanager-pro-8-browser-features/feed/ 0 00:01:01 Today we continue our look at some of the new features of the latest version of Mindmanager Pro 8.0 mindmapping software from Mindjet.nbsp; In our ... Today we continue our look at some of the new features of the latest version of Mindmanager Pro 8.0 mindmapping software from Mindjet.nbsp; In our second video in a series, we take a look at some of the new web integration features within Mindmanager Pro 8.0. Project teams can now fully leverage the incredible information resources of the Internet by initiating Web searches right from a map. Real-time search results will appear whenever you view your map.nbsp; You can also build your own Web service to add information from your company's information systems. Also, in 8.0 you can view Web pages and Adobe PDF documents without leaving your map. You'll retain your train of thought by staying focused on work at hand. Check out the video below to see it at Youtube.com. httpv://www.youtube.com/watch?v=wE2v62Paf5Y Free Giveaways! Finally, we have another special giveaway on the show today!nbsp; On December 31st, 2008 we will announce the name of 1 lucky winners that will receive a free downloadable copy of Mindmanager Pro 8.nbsp; Simply send an email with your name, email address, and home address to show@pm411.org with "Mindmanager Pro 8 Contest" as the subject line.nbsp; The first email we receive before December 31st, 2008 with these details will win a free downloadable copy of Mindmanager Pro 8.0 complements of Mindjet. Get the pm411.org Project Management Podcast Newslestter delivered by email for free! - Your email address and personal information are confidential and will never be sold or rented. nbsp; PM,Podcasts,,PM,Software,Tools,,PM,Video Ron Holohan, MBA PMP no No http://pm411.org/2008/12/07/podcast-episode-039-new-task-features-in-mindmanager-pro-8/ http://pm411.org/2008/12/07/podcast-episode-039-new-task-features-in-mindmanager-pro-8/#comments Sun, 07 Dec 2008 23:26:23 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=374 http://pm411.org/2008/12/07/podcast-episode-039-new-task-features-in-mindmanager-pro-8/feed/ 0 00:01:01 Write a review of the pm411.org Podcast in iTunes! Today we look at some of the new features of the latest version of Mindmanager Pro 8.0 ... Write a review of the pm411.org Podcast in iTunes! Today we look at some of the new features of the latest version of Mindmanager Pro 8.0 mindmapping software from Mindjet.nbsp; In this episode we take a look at some of the great new schedule task features. Now you can get a quick overview plus ongoing progress on all project tasksmdash;automatically. Visual cues and status indicators allow you to quickly determine the status of critical activities. View the ripple effect of any changes to a map and even run ldquo;what ifrdquo; scenarios to see the resulting outcomes. With Mindmanager Pro 8.0 you can now develop your WBS as a mindmap and then easily automatically import it into Microsoft Project.nbsp; Check out the video below to find out more! httpv://www.youtube.com/watch?v=eg6EwLvE8pA In Episode 40, we look at some of the new integrated web features of Mindmanager Pro 8.0. PM,Podcasts,,PM,Software,Tools,,PM,Video,,Scheduling Ron Holohan, MBA PMP no No http://pm411.org/2008/11/16/podcast-episode-038-5-tips-to-manage-your-manager/ http://pm411.org/2008/11/16/podcast-episode-038-5-tips-to-manage-your-manager/#comments Mon, 17 Nov 2008 04:40:00 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=372 http://pm411.org/2008/11/16/podcast-episode-038-5-tips-to-manage-your-manager/feed/ 2 12:35 Write a review of the pm411.org Podcast in iTunes! As a project manager, you are responsible for managing the efforts of your team to insure that ... Write a review of the pm411.org Podcast in iTunes! As a project manager, you are responsible for managing the efforts of your team to insure that your project deliverables are met.nbsp; But how do you manage one of your most important project stakeholders - your own manager? I am not talking about manipulating your manager, but rather making sure you are successful in meeting her expectations.nbsp; We usually know what we need to do to get our job done as a project manager, but do we know our manager's needs?nbsp; How can we insure that we are meeting her needs? I will go through some tips on how you can improve your relationship with your manager by "managing upward." Tip #1:nbsp; Know your manager's goals Your manager has goals and you should know what they are.nbsp; You should know exactly what your manager is responsible to deliver to her boss.nbsp; Unfortunately, most of us spend a lot of time thinking about our own immediate goals and needs instead of thinking about what our manager needs to be successful.nbsp; Here are a couple things you can do to better understand her responsibilities and goals: Ask your manager what her goals are and what her manager's expectations are of her. What metrics are used to measure her performance? What is your role to help in achieving her goals? Discuss what particular metrics of your project are most important to her. You also need to be sensitive to all of your manager's goals.nbsp; Understand that she is probably responsible for goals beyond your responsibilities and that she may need to focus in other areas at times that don't concern you.nbsp; Don't just assume that she is solely focused on just your goals.nbsp; That's why you were hired for your role - so you could focus on the details that she could not manage alone. Tip #2:nbsp; Know your manager's communication style The key to having a successful relationship with your manager is to understand her communication style and and then to "mirror" it.nbsp; Does she prefer email, voicemail, or face to face meetings?nbsp; Does she often communicate outside of office hours through phone calls or emails?nbsp; Does she expect you to respond to her outside of work hours as well?nbsp; How quickly does she respond to your emails and voicemail? When does she prefer to receive your project status reports?nbsp; Know when your manager gives project updates to her manager so that you can make sure you provide her with the latest project information in advance. When discussing your project, does your manager prefer lots of detail or just the top level bulletpoints? During meetings does she tend to do most of the talking or does she mainly listen?nbsp; What is her body language telling you that perhaps her words are not?nbsp; One point of caution is with reading too much into body language - and this probably goes for email as well. nbsp;Ask for clarification before jumping to conclusions.nbsp; It is perfectly appropriate to say, "Hey, I am picking up on some vibes that our discussion about my project plan is not sitting well with you, am I correct?"nbsp; You may discover that she has been thinking about what her car's repair bill might at that moment rather than anything having to do with you or your project.nbsp; Remember that it isn't always about us! Tip #3:nbsp; Respect your manager's Time and Schedule As people go up the corporate ladder, they tend to have more and more meetings.nbsp; Be aware that your manager's free-time is probably pretty precious. nbsp;Be sensitive to the time demands of your manager.nbsp; Perhaps she is right in the middle of finishing up a slide presentation that she has to give in 30 minutes right when you decide to plop yourself down in her office. Know your manager's schedule and when she has meetings.nbsp; You can do this by paying attention to her calendar and planning meetings in advance. When is your manager the busiest - morning or in the afternoon?nbsp; Does she min... PM,Podcasts Ron Holohan, MBA PMP no No http://pm411.org/2008/11/01/avoid-the-same-old-mistakes-by-focussing-on-lessons-learned/ http://pm411.org/2008/11/01/avoid-the-same-old-mistakes-by-focussing-on-lessons-learned/#comments Sat, 01 Nov 2008 19:29:59 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=369 http://pm411.org/2008/11/01/avoid-the-same-old-mistakes-by-focussing-on-lessons-learned/feed/ 0 http://pm411.org/2008/10/12/my-take-on-agile/ http://pm411.org/2008/10/12/my-take-on-agile/#comments Mon, 13 Oct 2008 01:26:23 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=366 http://pm411.org/2008/10/12/my-take-on-agile/feed/ 1 http://pm411.org/2008/10/05/podcast-episode-037-the-role-of-the-project-manager/ http://pm411.org/2008/10/05/podcast-episode-037-the-role-of-the-project-manager/#comments Sun, 05 Oct 2008 21:06:08 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=362 http://pm411.org/2008/10/05/podcast-episode-037-the-role-of-the-project-manager/feed/ 0 20:08 Today we preview another one of the PM PrepCast episodes that we offer through The pm411.org Project Management Podcast!nbsp; Today's episode is on the role ... Today we preview another one of the PM PrepCast episodes that we offer through The pm411.org Project Management Podcast!nbsp; Today's episode is on the role of the Project Manager according to the PMBOK guide.nbsp; You will definitely need to know your role and understand it well in order the pass the PMP exam. During this episode, Cornelius Fichtner, of the PM Podcast, walks us through some situational questions that you may face on the PMP exam like what to do when your project does not have enough funding or what to do if you find yourself with not enough resources.nbsp; By understanding the role of the project manager, as stated by the PMBOK guide, you can better answer the questions on the PMP exam. And if you are studying for the PMP, or if you are simply interested in learning project management best practices, we offer all 89 episodes - a total of over 35 hours of material that covers the entire PMBOK section by section.nbsp; Simply go to www.pm411.org/prepcast to learn more and to start downloading all episodes today for only $49.99.nbsp; That is hundreds of dollars less than many other resources that help you prepare for the PMP.nbsp; I can tell you that I bought these episodes and found it to be a great way to study while commuting, walking the dog, and exercising.nbsp; The PM Prepcast made sure I had the background knowledge of all the PMBOK processes to pass the PMP exam on the first try.nbsp; So, check it out at www.pm411.org/prepcast today. PM,Methodology,,PM,Podcasts,,PMPreg;,Preparation Ron Holohan, MBA PMP no No http://pm411.org/2008/09/21/podcast-episode-036-mindmapping/ http://pm411.org/2008/09/21/podcast-episode-036-mindmapping/#comments Mon, 22 Sep 2008 03:10:02 +0000 Ron Holohan, MBA PMP 876225498 http://pm411.org/2008/09/21/podcast-episode-036-mindmapping/feed/ 3 23:41 Today I speak with Jagdish Mirani, the Product Marketing lead for Mindjet Corporation. His professional experience spans the areas of Development, Product Management, and Marketing ... Today I speak with Jagdish Mirani, the Product Marketing lead for Mindjet Corporation. His professional experience spans the areas of Development, Product Management, and Marketing over a twenty-five year period. Prior to Mindjet he was VP of Product Management and Marketing at Business Objects (acquired by SAP). Before that, he was responsible for positioning and marketing Oraclersquo;s Enterprise Performance Management Applications and Oraclersquo;s future Enterprise Applications Product Line (Project Fusion). Prior to Oracle, Jagdish held various positions at Sybase, Tandem Computers and Hewlett-Packard. Jagdish holds a B.S. in Electrical Engineering and Computer Science from Santa Clara University and an MBA from UC Berkeley. A mind map is described in Wikipedia as is a diagram used to represent words, ideas, tasks, or other items linked to and arranged radially around a central key word or idea. Mind maps are used to generate, visualize, structure, and classify ideas, and as an aid in study, organization, problem solving, decision making, and writing. Today Jagdish and I talk about how mindmapping can be used by project managers to help plan, execute, and monitor their projects.nbsp; We also discuss: What is mindmapping, and as a project manager what can it do for me? How is mindmapping different than flowcharting or using Visio? Is mindmapping only used for planning activities like brainstorming? What mindmapping tools does Mindjet offer and what are some of its features. Mindjet offers a new web service called Mindjet Connect.nbsp; What are some of its features? Mindjet also offers a new version of their Project Management Solution, JCVGantt 3. Listeners can findout more about mindmapping and download project management mindmapping templates at www.mindjet.com. Key Links Mindjet:nbsp; www.mindjet.com Mindmanager Pro:nbsp; http://www.mindjet.com/products/mindmanager_pro/default.aspx The Mindmanager Project Manager JetPack:nbsp; http://www.mindjet.com/products/jetpack/default.aspx JCVGantt Pro:nbsp; http://www.mindjet.com/products/jcv_Gantt/default.aspx Free Giveaways! Finally, we have a special giveaway on the show today!nbsp; On October 30th, 2008 we will pick the names of 2 lucky winners that will receive a free downloadable copy of Mindmanager 7 and the Mindjet Jetpack for Project Management.nbsp; Simply sign up through the pm411.org website for the free pm411.org Project Management Newsletter or click here before October 30th and you will be automatically entered into the contest. Get the pm411.org Project Management Podcast Newslestter delivered by email for free! - Your email address and personal information are confidential and will never be sold or rented. nbsp; Organization,,PM,Links,,PM,Podcasts,,PM,Software,Tools,,PM,Templates Ron Holohan, MBA PMP no No http://pm411.org/2008/09/06/how-to-avoid-stopping-the-line-on-deliverables/ http://pm411.org/2008/09/06/how-to-avoid-stopping-the-line-on-deliverables/#comments Sat, 06 Sep 2008 05:21:32 +0000 Ron Holohan, MBA PMP 1448556078 http://pm411.org/2008/09/06/how-to-avoid-stopping-the-line-on-deliverables/feed/ 1 http://pm411.org/2008/08/31/podcast-episode-035-managing-small-projects-part-2-of-2/ http://pm411.org/2008/08/31/podcast-episode-035-managing-small-projects-part-2-of-2/#comments Sun, 31 Aug 2008 08:27:53 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=352 http://pm411.org/2008/08/31/podcast-episode-035-managing-small-projects-part-2-of-2/feed/ 1 25:52 Finally the Olympics are over and I can get back to producing podcasts again on a more regular schedule.nbsp; Today'snbsp;episode is part 2 of a ... Finally the Olympics are over and I can get back to producing podcasts again on a more regular schedule.nbsp; Today'snbsp;episode is part 2 of a roundtable discussion held not too long ago with Cornelius Fichtner of the Project Management Podcast ( www.thepmpodcast.com) and Shawn Futterer of the International Community of Project Managers (www.theicpm.com) on managing small projects.nbsp; Cornelius, Shawn, and I continue our discussion from part 1 with topics covering how to effectively use part-time or inexperienced team members, our experience using Critical Chain Project Management, or CCPM, with small projects, and which is more critical for businesses, small or large projects. Show Commentary When sharing project team members with other project managers, Cornelius would work with other project managers within his organization to share resources.nbsp; They would work together to meet both their individual project goals, but also with a focus on their company goals.nbsp; This is better than those situations when the functional manager makes the decision for you on your project priority.nbsp; Unfortunately, this prevented the project manager from being able to deliver to plan. In those situations when the functional manager can redirect team members to another project, Shawn states that it is extremely difficult to maintain a project schedule. Cornelius recommends a good relationship with resources to help reduce the effects of other projects taking resources away.nbsp; Although this is always a concern. Both small and large projects influence the success of a business.nbsp; You may have a smaller amount of large projects, you probably have a larger amount of smaller projects.nbsp; Both influence the way the strategy of the business is accomplished.nbsp; In some cases smaller projects are a way to realize revenue faster.nbsp; Shawn feels you really can't delineate between smaller projects that achieve revenue faster and larger projects that may take more time to achieve a larger amount of revenue as long as they both fit within the corporate strategy. An example of a smaller project having a great impact is the iPod for Apple versus its computers and OS systems. Shawn believes that if you give a new project manager, or even someone without a lot of project management experience, a framework or methodology to work within they will be more successful in their execution of the project.nbsp; Cornelius agrees that it is better for a new project manager to start off small.nbsp; Even occasionally seasoned project managers prefer multiple small projects over a single large project to prevent boredom of managing a single project. Shawn recommends getting your scope and your deliverables on paper upfront to get a good result.nbsp; Cornelius recommends that regardless if it is a small or large project, you need to take the necessary steps to plan your project and to execute against a formalized methodology to insure success.nbsp;nbsp; And Shawn points out that regardless of the scope of the project that communication is key. Please do me a favor, if you enjoy this podcast and find it valuable please help to spread the word about it.nbsp; Leave us a review in iTunes by searching for pm411.org in the iTunes store directory.nbsp; Also be sure to signup to automatically receive The free pm411.org Project Management Podcast Monthly Newsletter which will automatically register you to receive future project management product giveaways.nbsp; As, Matter of fact we will be interviewing Jagdish Mirani, Sr. Director of Product Marketing for Mindjet, the makers of the Mindmanager Mindmapping software on the next episode and we are going to hold a drawing September 30th, 2008 for free product for just those folks that are signed up to receive our free newsletter.nbsp; So be sure to sign up today! Get the pm411.org Project Management Podcast Newslestter delivered by email for free! - Your email address and personal info... Organization,,PM,Podcasts Ron Holohan, MBA PMP no No http://pm411.org/2008/08/11/us-olympic-teamwork-and-michael-phelps/ http://pm411.org/2008/08/11/us-olympic-teamwork-and-michael-phelps/#comments Mon, 11 Aug 2008 19:07:00 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=348 http://pm411.org/2008/08/11/us-olympic-teamwork-and-michael-phelps/feed/ 1 http://pm411.org/2008/08/10/podcast-episode-034-managing-small-projects-part-1-of-2/ http://pm411.org/2008/08/10/podcast-episode-034-managing-small-projects-part-1-of-2/#comments Sun, 10 Aug 2008 22:07:36 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=289 http://pm411.org/2008/08/10/podcast-episode-034-managing-small-projects-part-1-of-2/feed/ 0 31:54 Today'snbsp;post is part 1 of a roundtable discussion held recently on managing small projects.nbsp;nbsp;I am happy to welcome back to the show Cornelius Fichtner of ... Today'snbsp;post is part 1 of a roundtable discussion held recently on managing small projects.nbsp;nbsp;I am happy to welcome back to the show Cornelius Fichtner of the PM Podcast at www.thepmpodcast.com.nbsp; Congratulations to Cornelius who recently celebrated his 100th episode on The PM Podcast with an interview with legendary producer and musician Alan Parsons. Also joining us again on the show is Shawn Futterer of the International Community of Project Managers, which can be found at www.theicpm.com. Be sure to check out both of their websites for great pm process advice, tools, and techniques. Shawn Futterer, PMPreg;, is a certified project management professional with a broad range of experience. He started his career in 1992 managing quality control projects for a small manufacturing company and is currently working in a PMO for a Fortune 50 telecommunications company where he supervises project managers for the North region. Over the course of his career, Shawn has managed projects of all shapes and sizes. Shawn has a keen interest in the methodologies, strategy, planning and operations. He has over fifteen years of hands-on project management experience and has led, consulted on or contributed to: process development efforts, various methodologies and multiple training programs. Shawn attributes a project managers success to their ability to provide a strategic view and a demonstrated ability to interact and communicate effectively with all levels of an organization. Shawn runs the Project Management Learning Center as part of the TenStep Global Community. Cornelius Fichtner, PMPreg;, is the host of The Project Management Podcast and The Project Management PrepCastTM. The Podcast is a general PM related podcast and the PrepCast prepares listeners for the PMPreg; exam. Cornelius worked as a Project Manager in his native Switzerland, in Germany and in the USA for the last 16 years. He received his PMPreg; credential in April 2004. He has led projects for a management consulting company, a national retailer and an internet startup company. Currently, Cornelius works as a project manager for one of the oldest financial service providers in the USA. His passions are project management methodologies and PMOs. Cornelius is also an instructor for the PMPreg; Workshop for his local PMI chapter and serves as the chapter's chair until the end of this month. He currently lives in Silverado, California, USA with his wife and their two computers. During today's show, Cornelius, Shawn and I will be discussing how managing a small project differs from managing a larger project.nbsp; Is managing a smaller project always easier? Do you have to use the same process and templates? How do you define a small project? Show Commentary Shawn defines small projects in his organization as those projects that are short in duration; somewhere between 30 to 60 days in length.nbsp; Whereas Cornelius suggests that the criteria for anbsp;small project is really determined by the company's policies on what is considered a small project based on certain criteria. There is a difference between a small project and regular job activities.nbsp; A small project has fundamental deliverables like a charter, schedule, scope, and a management plan, where activities like creating a template or gathering data is more informal. Frequently multiple smaller projects are assigned to a single project manager, and as a result sometimes setting stakeholder expectations and being careful not to get caught in bad multitasking between the different assigned projects comes into play. Shawn works in an organization where the project process is a "one size fits all" methodology based on PMI's best practices.nbsp; A previous employer of Cornelius had a very large (500 page) methodology for all projects, large and small.nbsp; Cornelius was given the task to create a greatlynbsp;reduced (1 page) methodology for smaller projects.nbsp; The key is t... Organization,,PM,Podcasts Ron Holohan, MBA PMP no No http://pm411.org/2008/08/07/the-bigg-success-show-five-tips-for-more-effective-status-reports/ http://pm411.org/2008/08/07/the-bigg-success-show-five-tips-for-more-effective-status-reports/#comments Thu, 07 Aug 2008 18:49:15 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=300 http://pm411.org/2008/08/07/the-bigg-success-show-five-tips-for-more-effective-status-reports/feed/ 0 http://pm411.org/2008/08/03/the-state-of-project-management-in-ethiopia-2/ http://pm411.org/2008/08/03/the-state-of-project-management-in-ethiopia-2/#comments Sun, 03 Aug 2008 06:10:43 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=259 http://pm411.org/2008/08/03/the-state-of-project-management-in-ethiopia-2/feed/ 0 http://pm411.org/2008/07/28/thanks-for-your-patience/ http://pm411.org/2008/07/28/thanks-for-your-patience/#comments Mon, 28 Jul 2008 21:01:59 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=223 http://pm411.org/2008/07/28/thanks-for-your-patience/feed/ 0 http://pm411.org/2008/07/01/podcast-episode-033-project-management-presentation-skills-part-2-of-2/ http://pm411.org/2008/07/01/podcast-episode-033-project-management-presentation-skills-part-2-of-2/#comments Tue, 01 Jul 2008 18:33:17 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=222 http://pm411.org/2008/07/01/podcast-episode-033-project-management-presentation-skills-part-2-of-2/feed/ 0 32:12 In today's second of two podcasts in a series on project management presentation skills, we conclude our discussion with Joe Friedman, of the consulting ... In today's second of two podcasts in a series on project management presentation skills, we conclude our discussion with Joe Friedman, of the consulting group Zehren-Friedman Associates, Ltd. Show Commentary In Part 1 of 2, Joe and Inbsp;discussed why people tend to become anxious when it comes to public speaking, how to overcome the jitters of speaking in front of a group, and the steps to take to prepare for an informational or persuasive presentation.nbsp; In Part 2, Joe and I continue our discussion on presentation skills with discussions on visual aids, basic delivery tips, answering questions during a presentation, and being prepared when interviewed by the media.nbsp; These suggestions can help you become better at project management presentations as well as day-to-day speaking with others. Visual Aids Once you have put your content together as we discussed in Part 1, you need to determine what visual aids you want to use during your presentation.nbsp; As part of the planning process you need to determine what is the best method of getting your message across - will you be sitting, standing, using presentation handouts, or maybe a demonstration tool to help make your points during the presentation?nbsp; You also need to determine if your environment will allow you to use the method that aids you in the most effective way.nbsp; For example, if a particular room does not have the capability to allow you to demonstrate how you can blow up a car using only a match and a piece of string, you may need to find another room (or a nearby fire station). Frequently people create their visuals, especially PowerPoint slides, so that they can be "read" later by the attendees of the presentation or those folks that were unable to attend.nbsp; The problem with this approach is that the visuals now contain so much content that it is difficult to effectively present it.nbsp; The slides become too "wordy" with multiple sentences instead of bullet points, causing the audience to focus on reading your slides while you present rather than listening to your presentation.nbsp; Worse yet, presenters frequently end up reading each of the wordy bullet items to the audience, while adding redundant paraphrasing that causes monotony and overkill on points.nbsp; Can you say "Hello snooze-ville?" The solution to having overly wordy slides is to keep your visuals extremely simple.nbsp; If you need to provide supporting information, provide it as a separate appendix to your presentation rather than part of your presentation. Joe recommends the "five-by-five" rule:nbsp; use a maximum of 5 bullet points with no more than 5 words per bullet point on a slide.nbsp; Beyond Bullet Points by Cliff Atkinson also features some easy-to-apply techniques to help you clarify, visualize, and present your ideas using PowerPoint that stresses minimizing the amount of words on a slide.nbsp; By giving your audience a relevant graphic and limiting the number of words per slide you will be able to help them remember the message of your presentation better.nbsp; Also, stay away from the dancing baby graphic that eveyone seemed to love in the early '90's.nbsp; No presentation exists that can be improved by using that! Three Delivery Tips Here are three simple delivery tips to remember for your presentation in order to have the biggest impact on your audience: Stand up straight Look at one person at a time Speak loudly Once you master these three tips, you can focus on all 9 skills of presenting which focus on: Movement Stance Hands Gestures Eyes Volume Speaking pace Animation Non-words ("ums", "ahs", "errs" "like," etc.) You should practice your speech using pauses instead of non-words.nbsp; Also, practicenbsp;using pauses instead of "ums" or "errs"nbsp;during meetings, on voice mail messages, and with friends.nbsp; I personally would also like to recommend practicing elimination of non-words to those of you that like to ... Communication,,PM,Podcasts Ron Holohan, MBA PMP no No http://pm411.org/2008/06/23/motivational-theory-in-project-management/ http://pm411.org/2008/06/23/motivational-theory-in-project-management/#comments Tue, 24 Jun 2008 01:14:41 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=220 http://pm411.org/2008/06/23/motivational-theory-in-project-management/feed/ 0 http://pm411.org/2008/06/09/podcast-episode-032-project-management-presentation-skills/ http://pm411.org/2008/06/09/podcast-episode-032-project-management-presentation-skills/#comments Tue, 10 Jun 2008 03:01:20 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=219 http://pm411.org/2008/06/09/podcast-episode-032-project-management-presentation-skills/feed/ 1 30:03 In today's first of two podcasts in a series on project management presentation skills, we welcome backJoe Friedman, of the consulting group Zehren-Friedman Associates, Ltd. ... In today's first of two podcasts in a series on project management presentation skills, we welcome backJoe Friedman, of the consulting group Zehren-Friedman Associates, Ltd. Joe holds a BSBA and MBA from Ohio State University and has over 25 years of sales, sales management and training / consulting experience.nbsp;nbsp;With many years providing sales and management training programsnbsp;at Northeastern Illinois University, First National Bank of Chicago, and The Executive Technique, a firm specializing in presentation skills training, Joenbsp;teamed up with David Zehren in 1993 to create Zehren-Friedman Associates, Ltd. nbsp;Their 13-person firm is entering its 18th year in business and specializes in teaching the "persuasive arts" of selling, presenting, negotiating and influencing.nbsp; Clients are in a wide variety of industries, from banking to healthcare to printing to advertising to services to manufacturing and everything in-between.nbsp; Joe is responsible for client development, program delivery, people development within the firm, and holds the title of CFO. Show Commentary People generally dislike public speaking because it tends to make us nervous; no one wants to look foolish, which creates even more us even more nervous.nbsp; With communication being 90% of a project manager's job, the ability to effectively communicate in front of an audience is a necessity. Ways of Overcoming Nervousness There are several things you can do as a speaker to help overcome nervousness. Be prepared! There is no substitution for preparation to help reduce nervousness prior to a presentation. By practicing your presentation, you will reduce the likelihood of tripping over your words and improve the chances of getting your point across to your audience. Understand that nervousness is natural and to be expected. Everyone gets nervous before a presentation to some degree. When it comes to nervousness, you actually are the one in control and you can decide whether you "use it, or whether it uses you." Try talking a little bit louder than you normally would. This will help "burn off" some of the nervousness and allow you to come across as more confident. Speaking louder than you normally would at the beginning is also a easy psychological trick to pull on your brain since if you hear yourself better, you will quickly hear the power in your voice and start to relax. Look at the entire audience one person at a time. Speak to the group, but make eye contact one person at a time just as if you were talking to each person individually. Most of us are more comfortable with one-on-one dialog than speaking in front of a group. Frequently when we are nervous, instead of focusing on conveying our presentation to each individual in the audience, we quickly scan the audience as we speak, and start wondering how our audience perceives us. Then the worry begins and we start making up stories about what the audience must be thinking about us. By not focusing on connecting with each individual, we start to spend too much time thinking about "us" rather than about conveying the content of our presentation. Then we start getting nervous. By spending 3-5 seconds "speaking to each person" in the audience we can come across as more comfortable and become less nervous at the same time. Preparing for Your Presentation Although content is the most important part of you presentation, style closely follows it. nbsp;If you don't deliver the content well, we will likely fail in persuading or informing our audience based on our content. The following are the recommended steps in preparing for a presentation: Understand the time requirements that you have been given. Once you know the amount of time you will be given for your presentation, prepare just enough to cover one-half of the time allotted. When we speak live, we are more likely to elaborate or go into side tangents than what we typically plan for up front. By cutting your conte... Communication,,PM,Podcasts Ron Holohan, MBA PMP no No http://pm411.org/2008/06/02/uncertainty-in-estimates-of-software-projects-fort-building-and-anything-including-a-toddler/ http://pm411.org/2008/06/02/uncertainty-in-estimates-of-software-projects-fort-building-and-anything-including-a-toddler/#comments Tue, 03 Jun 2008 03:03:17 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=214 http://pm411.org/2008/06/02/uncertainty-in-estimates-of-software-projects-fort-building-and-anything-including-a-toddler/feed/ 0 http://pm411.org/2008/05/27/podcast-episode-031-pmos-and-portfolio-management/ http://pm411.org/2008/05/27/podcast-episode-031-pmos-and-portfolio-management/#comments Wed, 28 May 2008 04:10:25 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=212 http://pm411.org/2008/05/27/podcast-episode-031-pmos-and-portfolio-management/feed/ 2 http://pm411.org/2008/05/17/are-you-influencing-or-manipulating-your-team/ http://pm411.org/2008/05/17/are-you-influencing-or-manipulating-your-team/#comments Sun, 18 May 2008 03:11:45 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=210 http://pm411.org/2008/05/17/are-you-influencing-or-manipulating-your-team/feed/ 0 http://pm411.org/2008/05/11/podcast-episode-030-pink-floyd-project-management/ http://pm411.org/2008/05/11/podcast-episode-030-pink-floyd-project-management/#comments Mon, 12 May 2008 02:50:43 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=208 http://pm411.org/2008/05/11/podcast-episode-030-pink-floyd-project-management/feed/ 0 8:17 nbsp; The British rock band Pink Floyd has held a significant place in my life.nbsp; I discovered Pink Floyd when the line "We don't need no ... nbsp; The British rock band Pink Floyd has held a significant place in my life.nbsp; I discovered Pink Floyd when the line "We don't need no education" from "Another Brick in the Wall" was ubiquitous on the radio waves and it definitely seemed to make a lot of sense to me as a rebellious 10 year old. Later while I was in junior high, my rather conservative father took me to my first R-rated movie, which was "Pink Floyd:nbsp; The Wall"nbsp; This somewhat awkward outing between a man and his son had a dramatic effect on me.nbsp; It wasn't just the darkness behind the music, the visuals, and the tormented rock star who began his decent into madness.nbsp; It was mostly because I actually saw my father in a whole new light - he could actually be pretty cool. So, after having Pink Floyd shape my early adolescence, it really came to be no surprise to me when I discovered much later in life an interesting (and somewhat eerie) connection between project management and what is considered Pink Floyd's magnum opus, Dark Side of the Moon. Pink Floyd's conceptual album Dark Side of the Moon was released in 1973 and spent over 14 years in Billboard's top 200 album chart.nbsp; The musical and technological experimentation found on the album, even its themes of money, time, and madness were all considered revolutionary at the time.nbsp; Even the album artwork has become iconic in pop culture. Much has been written about an effect known as "The Dark Side of the Rainbow" where apparently when The Dark Side of the Moon is played simultaneously with the classic film The Wizard of Oz, numerous images from the film appear to synchronize with the music and lyrics.nbsp; However, I have not been able to find any writings or articles on the also apparent associations between the album and the project management triple constraint of time, cost, and scope. Album Artwork The front cover artwork shows a triangular representation of a refracting prism, changing an input of pure white light into the product of all of the colors of the visible light spectrum. nbsp;The transformative "scope" of the prism allows light to be separated into its constituent parts by laws of refraction, most of which I have repressed from my high school and college physics classes.nbsp; But, what is interesting to us as project managers is that the album cover represents an equilateral triangle, similar to the equilateral triangle frequently used to represent the triple constraint of time, cost, and scope found in project management. Time It just so happens that The Dark Side of the Moon contains a track called "Time" that deals with the "refraction" of time that appears to occur as one transitions from life's beginning to end.nbsp; In other words, time has the appearance of speeding up as one gets closer to the end of one's lifetime. nbsp;Often at the end of one's life people find themselves saying, "If only I had more time." nbsp;I suggest that this even happens on projects.nbsp; How often do we "fritter and waste" upfront time in a project due to poor planning or requirement definition only to rush and try to make up the lost time later in the project lifecycle? Cost The sixth track on The Dark Side of the Moon is called "Money."nbsp; And even the line "Grab that cash with both hands and make a stash" appeals to the triple constraint's fundamental "Cost" constraint.nbsp; The more money your project is funded with, typically the more successful your project will be in meeting the other tenets of the triple constraint. Scope Wikipedia refers to scope within the context of the triple constraint as "requirements specified for the end result."nbsp; I believe that it would have been slightly too obvious if there was indeed a track on the album simply titled "Scope."nbsp; Those that know Pink Floyd know that "the obvious" is just not a theme usually found in their repertoire.nbsp; However, there is a three-and-a-half-minute instrumental jam on the album known a... pink,floyd,dark,side,of,the,moon,project,management,pm411.org,triple,constraint,roger,waters,david,gilmour,business Ron Holohan, MBA PMP no No http://pm411.org/2008/04/28/podcast-episode-029-project-cost-budgeting/ http://pm411.org/2008/04/28/podcast-episode-029-project-cost-budgeting/#comments Tue, 29 Apr 2008 02:59:02 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=204 http://pm411.org/2008/04/28/podcast-episode-029-project-cost-budgeting/feed/ 0 28:11 furniture VidenovToday,nbsp;I have a special treat in store for you.nbsp; Todaynbsp;I am going to let you preview one of the 89 PM PrepCast episodes that ... furniture VidenovToday,nbsp;I have a special treat in store for you.nbsp; Todaynbsp;I am going to let you preview one of the 89 PM PrepCast episodes that we offer through The pm411.org Project Management Podcast!nbsp; Today's episode is on Project Cost Budgeting which is, of course, one of the many PM processes withinnbsp;PMI's Cost Management Knowledge area.nbsp; During this episode, Cornelius Fichtner, of the PM Podcast, walks us through the difference between Cost Estimating and Cost Budgeting. Thennbsp;discusses usingnbsp;the project schedule, the WBS, parametric estimating, the cost baseline, project funding requirements and other topics you need to understand to successfully pass the PMP. Cost Budgeting is concerned with rolling the cost of individual work packages up to a total project baseline cost that can be monitored as part of the project's overall performance. Cost Budgeting Process Inputs In order to estimate the project budget needed successfully, Cost Budgeting uses several process inputs including: The Project Scope Statement The Work Breakdown Structure (WBS) The WBS Dictionary Activity Cost Estimates Activity Cost Estimate Supporting Detail Project Schedule Resource Calendars Contract And the Cost Management Plan Each of these inputs are required when using the tools and techniques to estimate the overall project cost. Cost Budgeting Process Tools and Techniques Some of the tools and techniques used in Cost Budgeting include Cost Aggregation, Reserve Analysis, Parametric Estimating, and Funding Limit Reconciliation. Cost Aggregation is simply estimating the cost estimate for each of the project schedule activities and work packages.nbsp; These can then be rolled up and "aggregated" to various cost management levels by using the WBS and combining the various related work package costs.nbsp; These are then further rolled up into the various control accounts and finally the overall project cost.nbsp; Simple enough, huh? Reserve Analysis creates emergency or contingency reserves.nbsp; An example of such a reserve is the Management Contingency Reserve.nbsp; These reserves are for unplanned, but required, changes to project scope and cost.nbsp; These reserves are used for risks to the project that have been identified as "unknown unknowns".nbsp; These reserves are not part of the project cost baseline, but should be included in the overall project budget.nbsp; Since they are not considered a part of the project cost baseline, they are not used for earned value calculations.nbsp; Think of Reserve Analysis as your extra money you keep in your checking account to prevent you from accidently bouncing checks to pay for your daughters highly variable wireless phone bill.nbsp; So, BTW did or didn't Bettylou break up with her b/f?nbsp; Parametric Estimation always reminds me of using a cookbook recipe and changing it slightly to either feed more or less people. nbsp;Basically you use an actual measurement from a similar previous project to estimate the cost of the current project.nbsp; For example, perhaps a previous project had a labor rate of $40/hr for 2500 hours for a total project labor cost of $100,000 .nbsp; You estimate through Cost Aggregation that this new project will take approximately 4000 hours.nbsp; By using parametric estimation with the same labor rate, you estimate the total labor cost for the new project to be approximately $160,000.nbsp; That's a lot of pies! Funding Limit Reconciliation is about "smoothing" out project expenditures to prevent sudden periodic over expenditures from occurring.nbsp; Fund disbursement is discussed early with the customer to determine the when exactly work can be scheduled to prevent over spending during a particular period.nbsp; If it is determined that Cost expenditures are constrained, then the Project Manager needs to know what effect this has on the overall project schedule and resources. Cost Budgeting Outputs The output... Cost,Budgeting,,PM,Methodology,,PM,Podcasts,,PMPreg;,Preparation Ron Holohan, MBA PMP no No http://pm411.org/2008/04/14/episode-028-project-management-in-the-real-world-with-elizabeth-harrin/ http://pm411.org/2008/04/14/episode-028-project-management-in-the-real-world-with-elizabeth-harrin/#comments Tue, 15 Apr 2008 04:40:00 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=202 http://pm411.org/2008/04/14/episode-028-project-management-in-the-real-world-with-elizabeth-harrin/feed/ 2 35:39 Get the pm411.org Project Management Podcast delivered by email for free! - Your email address and personal information are confidential and will never be ... Get the pm411.org Project Management Podcast delivered by email for free! - Your email address and personal information are confidential and will never be sold or rented. I recently had the opportunity to speak with author and blogger, Elizabeth Harrin, of London, England.nbsp; Elizabeth is the author of the book Project Management in the Real World and has nearly a decade of experience in managing projects. She is a PRINCE2 practitioner and is trained in the Six Sigma process improvement methodology. Elizabeth has led a variety of IT and process improvement projects including those involving e-commerce, communications, and managing business change.nbsp; In addition to writing books, Elizabeth also writes the irreverent and popular blog A Girl's Guide to Managing Projects. During our conversation Elizabeth and I chatted about her book, her blog, and lots of other great stuff...nbsp; nbsp;like extreme ultraviolet imaging space mass spectrometers! Project Management in the Real World Elizabeth decided to write the book that she had wanted to read when she started in the field of project management.nbsp; There were plenty of books on theory and techniques, but not too many on real-life experiences.nbsp; Early in her career Elizabeth found that by working closely on teams with other project managers, she was able to learn the trade quickly from others sharing their experiences.nbsp; So, with the goal of writing a book by the time she was thirty, Elizabeth decided to get information and experiences out of the heads of varios PM practitioners and into a book.nbsp; In writing the book, Elizabeth found people rather willing to share their experiences openly. One particular contributor, who was responsible for managing the assembly of mass spectrometers for measuring ultraviolet light images from space, was focused on directly eliminating every risk his project faced.nbsp; When you are talking about a pound;30 million project, you cannot risk finding a problem once the spectrometer has been assembled and has been launched into space.nbsp; However, instead of addressing risks by using a "textbook" approach of looking at the impact and probability of each risk occurring, the team looked at any impact as being unacceptable.nbsp; They had to adapt to the need that the impact of every single risk had to be eliminated as long as the probability of its occurrence was greater than zero. Office Politics and Self Promotion Office politics, as you can guess, is not something that Elizabeth recommends getting involved in.nbsp; Rather, she suggests being "organizational aware;" be astute and understand the background and motivation of your stakeholders, since they are critical to how you manage your project. Transparency is something that is very important when it comes to projects.nbsp; When you and your stakeholders have open communication, it is far easier to get things done.nbsp; Unfortunately sometimes you will run into people that have their own hidden agendas or "play people off each other" to get things done.nbsp; Stay clear of playing these games.nbsp; These behaviors are not good for building team relationships or morale.nbsp; Since most project managers have indirect line manager roles, burning bridges now with your team or stakeholders through office politics will only make your job more difficult later on. Self-promotion is something that Elizabeth feels is tricky to get right.nbsp; Project managers are often times the "unsung heroes" of project delivery.nbsp; If a project is on time, on budget, on delivery often times the team gets the majority of the credit, or even worse, stakeholders may feel that the team could have been pushed even harder.nbsp; In cases where projects do not meet their deliverables, then the project manager is often blamed.nbsp; That is just one of the unfortunate truths of project management.nbsp; So, it is important to sometimes "blow your horn" by showing that you are a practitioner of project mana... Communication,,Meetings,,PM,Books,,PM,Links,,PM,Podcasts Ron Holohan, MBA PMP no No http://pm411.org/2008/04/12/having-a-robust-governance-process/ http://pm411.org/2008/04/12/having-a-robust-governance-process/#comments Sat, 12 Apr 2008 17:35:32 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=199 http://pm411.org/2008/04/12/having-a-robust-governance-process/feed/ 0 http://pm411.org/2008/04/12/quantum-mechanics-buddhism-and-projects/ http://pm411.org/2008/04/12/quantum-mechanics-buddhism-and-projects/#comments Sat, 12 Apr 2008 16:55:33 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=198 http://pm411.org/2008/04/12/quantum-mechanics-buddhism-and-projects/feed/ 0 http://pm411.org/2008/03/31/podcast-episode-027-12-steps-to-better-team-organization/ http://pm411.org/2008/03/31/podcast-episode-027-12-steps-to-better-team-organization/#comments Tue, 01 Apr 2008 02:30:26 +0000 Ron Holohan, MBA PMP http://pm411.org/2008/03/31/podcast-episode-027-12-steps-to-better-team-organization/ http://pm411.org/2008/03/31/podcast-episode-027-12-steps-to-better-team-organization/feed/ 0 26:51 In today's podcast we talk with Suzanne Babb of the Let's Talk Organizing podcast to find out how project managers and their teams can become ... In today's podcast we talk with Suzanne Babb of the Let's Talk Organizing podcast to find out how project managers and their teams can become more organized. For over 20 years, Suzanne has been helping people organize their lives so that they can spend more time and energy doing the things that are most important to them...nbsp; Like listening to the pm411.org Project Management Podcast or mastering "Slow Ride" on Guitar Hero III: Legends of Rock! As an organization consultant, public speaker and former radio talk show host, Suzanne has been fortunate enough to work with individuals and corporations throughout America, Canada and Scotland.nbsp; Suzanne has been running her Let's Talk Organizing business for six years. Suzanne's business focuses on organizing home-based to Fortune 500-sized businesses by looking at their systems and customizing the systems to the individual.nbsp; Let's Talk Organizing goes beyond just implementing a set system for everyone.nbsp; Everybody is different:nbsp; Your thought process is most likely different than others, so Suzanne first tries to determine if you are an inspirational thinker or a logical thinker and what systems might work best for you. Below arenbsp;12 ways that Suzanne recommends that project managers and their teams can get better organized. Determine what information you need easy access to so that you can have it at your fingertips when someone calls you or asks for information. You need to have one "special workspace" at your desk where you can focus on your project and keep it maintained and organized. Try to keep everyone on your team on the same email client platform.nbsp; Microsoft Outlook is a good choice because of its easy organization capabilities and features. You can set up Outlook email rules to help you manage and maintain your email.nbsp; For example, every time you receive an email from Sally you can have it go right into her folder automatically so it doesn't clutter up your inbox. In Outlook, you can also arrange emails by message thread so that you can quickly find the latest and greatest email by conversation and date.nbsp; To do this simply go to your toolbar in the Mail view, select View #62; Arrange By #62; Conversation.nbsp; Then you can reduce your inbox size by deleting the previous emails in the thread that you don't need. Making sure that everyone on your team uses consistent formats in the email subject line provides easy identification of topics and categories.nbsp; For example, you may use the prefix "Product Analysis:" for emails on a particular market analysis.nbsp; nbsp;You could even have a rule that stores emails with this prefix into a predefined folder.nbsp; So an email with the subject "Product Analysis:nbsp; Survey Results" could automatically be stored in your "Product Analysis" folder. You can categorize emails with multiple categories by right clicking the email in your Outlook inbox and selecting #62; Categorize.nbsp; This allows you to sort email by various categories that you set up.nbsp; You can even select a common category before sending an email. You and your team should archive paper files, emails and electronic files.nbsp; You want to also categorize all three in the same way.nbsp; If you store hardcopies of a document in folder "X," then you should also store similar electronic documents in folder "X" on your computer or team network, and related emails should be saved to folder "X" in your mail client.nbsp; This keeps all your files consistent and helps people find related documents. Using classification folders, which are actual file folders with file sections as well as a two-prong fastener, can help teams organize information about a particular project or client in one folder. Teams should create a "central command" area or what it commonly referred to as a "war room."nbsp; nbsp;The common area should include "master copies" of documents, a white board for brainstorming, and "foam-core" ... Organization,,PM,Podcasts,,Teams Ron Holohan, MBA PMP no No http://pm411.org/2008/03/25/be-accountable/ http://pm411.org/2008/03/25/be-accountable/#comments Tue, 25 Mar 2008 23:57:59 +0000 Ron Holohan, MBA PMP http://pm411.org/2008/03/25/be-accountable/ http://pm411.org/2008/03/25/be-accountable/feed/ 1 http://pm411.org/2008/03/23/the-front-fell-off/ http://pm411.org/2008/03/23/the-front-fell-off/#comments Sun, 23 Mar 2008 07:26:29 +0000 Ron Holohan, MBA PMP http://pm411.org/2008/03/23/the-front-fell-off/ http://pm411.org/2008/03/23/the-front-fell-off/feed/ 0 http://pm411.org/2008/03/16/podcast-episode-026-the-meaning-of-life-or-at-least-of-process-groups/ http://pm411.org/2008/03/16/podcast-episode-026-the-meaning-of-life-or-at-least-of-process-groups/#comments Mon, 17 Mar 2008 02:18:27 +0000 Ron Holohan, MBA PMP http://pm411.org/2008/03/16/podcast-episode-026-the-meaning-of-life%e2%80%a6-or-at-least-of-process-groups/ http://pm411.org/2008/03/16/podcast-episode-026-the-meaning-of-life-or-at-least-of-process-groups/feed/ 0 8:47 #160; So, do you know what the difference is between project phases and project management process groups?nbsp; I recently received an email from Emmanuel, and guess what?nbsp; ... #160; So, do you know what the difference is between project phases and project management process groups?nbsp; I recently received an email from Emmanuel, and guess what?nbsp; Emmanuel wants to know what the difference is between project management phases and project management process groups!nbsp; Wow, Good question, Emmanuel, and thank you for your email!nbsp; I like getting email, and I like getting email concerning project management topics even more.nbsp; I guess I am just kind of silly in that regard.nbsp; But, before talking about the differences between project phases and process groups, we need to first understand the difference between Project Lifecycles and Product Lifecycles. Product and Project Lifecyclesnbsp; A product lifecycle includes everything from a product's first concept to the point when the product is eventually discontinued and made into that EBay collectable that you are sure your Aunt Sally would love! nbsp;And within the product lifecycle, we have the project lifecycle.nbsp; The project lifecycle is a subset of the product lifecycle, where the product or service is developed and goes from initial concept to initial production.nbsp; So, to summarize, the Project Lifecycle is the process whereby the product is created, and Product Lifecycle is the entire life of the product.Confused yet?nbsp; Well hang on to your saddle as we start down the path of project phases and process groups.nbsp; Yee Haw! Project Phases Project phases are discrete sections of the project lifecycle that are established to help projects follow a common process methodology within an organization.nbsp; Not all organizations use project phases, although there are many good reasons to use them, including: Better resource planning Better deliverable tracking Project decision points throughout the project Tighter project control and risk management Earlier identification of problems And increased process consistency from project to project Process Groups Process groups are part of every project, whether we realize it or not.nbsp; The Project Management Institute defines the five project management process groups as Initiating, Planning, Executing, Monitoring and Controlling, and Closing.nbsp; PMI states that "collectively, these five groups are required for any project; [they] have clear internal dependencies, and must be performed in the same sequence on each project."nbsp; A lot of folks interchange the phrase "project management process group" with "project phase" without really knowing truly what the differences are.nbsp; However, the PMBOK is quite clear that "Project management process groups are not project phases!"nbsp; Just like your brother Frank does not equal "rocket scientist".nbsp; Sorry Frank! True, some industries use project phases that resemble the naming conventions of process groups, but process groups are repeated throughout the project and even throughout a phase.nbsp;nbsp;nbsp; Guide to the Project management Body of Knowledge, 3rd Edition, 2004, Project Management Institute, PA, 2004, Figurenbsp;3-2 p40. Putting It All Together Let's use a simple example to demonstrate the difference between project phases and process groups.nbsp; Let's even choose an industry we are all familiar with - our lives!nbsp;Consider the lifespan of a person.nbsp; Would you agree that there are different phases within a human life?nbsp; You start off your life for the first 20 or so years in the Childhood phase.nbsp; You move on and enjoy the Young Adulthood phase between the ages of 21 and 41. nbsp;Then comes the Midlife phase from 42 to 62, nbsp;Elderhood Phase between 63 and 83, and then the Late Elderhood Phase.nbsp; Each phase in your life has certain milestones and deliverables, such as learning to walk and talk, graduating from school, getting married, having children, having grandchildren, sometimes even great-grandchildren, retirement, and then the day when you get to meet the great pro... PM,Methodology,,PM,Podcasts,,PMPreg;,Preparation Ron Holohan, MBA PMP no No http://pm411.org/2008/03/02/podcast-episode-025-successful-negotiation-skills-part-2-of-2/ http://pm411.org/2008/03/02/podcast-episode-025-successful-negotiation-skills-part-2-of-2/#comments Mon, 03 Mar 2008 04:54:01 +0000 Ron Holohan, MBA PMP http://pm411.org/2008/03/02/podcast-episode-025-successful-negotiation-skills-part-2-of-2/ http://pm411.org/2008/03/02/podcast-episode-025-successful-negotiation-skills-part-2-of-2/feed/ 0 27:05 In today's second of two podcasts in a series on project management negotiation skills, we continue our discussion onnbsp;principled negotiation with Joe Friedman, of the ... In today's second of two podcasts in a series on project management negotiation skills, we continue our discussion onnbsp;principled negotiation with Joe Friedman, of the consulting group Zehren-Friedman Associates, Ltd. Joe holds a BSBA and MBA from Ohio State University and has over 25 years of sales, sales management and training / consulting experience. With many years providing sales and management training programs at Northeastern Illinois University, First National Bank of Chicago, and The Executive Technique, a firm specializing in presentation skills training, Joe teamed up with David Zehren in 1993 to create Zehren-Friedman Associates, Ltd. Their 13-person firm is entering its 18th year in business and specializes in teaching the ldquo;persuasive artsrdquo; of selling, presenting, negotiating and influencing. Clients are in a wide variety of industries, from banking to health-care to printing to advertising to services to manufacturing and everything in-between. Joe is responsible for client development, program delivery, people development within the firm, and holds the title of CFO. Show Commentary As discussed in Part 1, as you enter a negotiation, you want to try to start the process by "growing the pie" and creating a win-win outcome.nbsp; But what happens when that is not possible?nbsp; Then you should fall back to tactics in order to meetnbsp;your needs on your shopping list. What's this "BATNA" thing? Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher and William L. Ury describes the Best Alternative To a Negotiated Agreement, or BATNA.nbsp;nbsp;nbsp;Typically, you would not acceptnbsp;a worse outcome than its BATNA.nbsp; For example, if I offered tonbsp;buy yournbsp;car for $1,000, then your BATNA would be $1,000 if you decided to "shop around" to see if others would offer you more for your car.nbsp; In other words, if someone else offered you $900, you could always fall back to the BATNA of $1,000 that I offered.nbsp; Another example of BATNA is the use of outsourcing.nbsp;nbsp;If I know thatnbsp;it would be easier tonbsp;get a capable resource for my project outside of the company than I could by workingnbsp;through internal functional managers, then guess what...nbsp; I would probably be more likely to use outsourcing.nbsp; If I needed to I could always fall back to my BATNA and use an internal resource. Personal Input Tactics Personal input tactics are a list of physical, emotional, ornbsp;psychological things that people do during negotiations.nbsp; One person may use anger as a tactic as opposed to perhaps positivity andnbsp;persistance.nbsp; These personal input tactics can be used in conjunction withnbsp;other negotiation tactics. The Games That People Play The reason that tactics exist in negotiations is to enablenbsp;you to get the things that they want without making concessions.nbsp; Each tactic falls into one of the three following categories: 1.) Pushing to get the terms you want 2.) Playing it straight 3.) Playing the angles Pushing to Get the Terms You Want Two tactics that fall within the "Pushing to Get the Terms You Want" category include "The Bogey" and "The Crunch". "The Bogey" is a tactic that usually starts with a complement, but then usually asks for a concession.nbsp; "You have done a great jobnbsp;getting things done on this project, but I would like to see you show up for more meetings," is an example of a bogey. "The Crunch" is a tactic that takes a tough stand to get concessions.nbsp; "You gotta do better than that on your offer!" is an example of using "The Crunch." Playing It Straight Onenbsp;tactic in the "Playing It Straight" category is "Delaying Your Position."nbsp; This is a positive tactic whereby you hold back on sharing your position until you completely understand the other party's "shopping list."nbsp; By delaying your position, you prevent the initial tug-of-war of positions that so frequently causes an escal... Negotiating,,PM,Podcasts Ron Holohan, MBA PMP no No http://pm411.org/2008/02/25/join-the-pm411org-project-management-podcast-linkedin-group/ http://pm411.org/2008/02/25/join-the-pm411org-project-management-podcast-linkedin-group/#comments Tue, 26 Feb 2008 04:45:07 +0000 Ron Holohan, MBA PMP http://pm411.org/2008/02/25/join-the-pm411org-project-management-podcast-linkedin-group/ http://pm411.org/2008/02/25/join-the-pm411org-project-management-podcast-linkedin-group/feed/ 0 http://pm411.org/2008/02/20/podcast-episode-024-successful-negotiation-skills-part-1-of-2/ http://pm411.org/2008/02/20/podcast-episode-024-successful-negotiation-skills-part-1-of-2/#comments Thu, 21 Feb 2008 03:56:45 +0000 Ron Holohan, MBA PMP http://pm411.org/2008/02/20/podcast-episode-024-successful-negotiation-skills-part-1-of-2/ http://pm411.org/2008/02/20/podcast-episode-024-successful-negotiation-skills-part-1-of-2/feed/ 0 28:05 In today's first of two podcasts in a series on project management negotiation skills, we discuss methods of principled negotiation with Joe Friedman, of the ... In today's first of two podcasts in a series on project management negotiation skills, we discuss methods of principled negotiation with Joe Friedman, of the consulting group Zehren-Friedman Associates, Ltd.nbsp; Joe holds a BSBA and MBA from Ohio State University and has over 25 years of sales, sales management and training / consulting experience.nbsp;nbsp;With many years providing sales and management training programsnbsp;at Northeastern Illinois University, First National Bank of Chicago, and The Executive Technique, a firm specializing in presentation skills training, Joenbsp;teamed up with David Zehren in 1993 to create Zehren-Friedman Associates, Ltd. nbsp;Their 13-person firm is entering its 18th year in business and specializes in teaching the ldquo;persuasive artsrdquo; of selling, presenting, negotiating and influencing.nbsp; Clients are in a wide variety of industries, from banking to healthcare to printing to advertising to services to manufacturing and everything in-between.nbsp; Joe is responsible for client development, program delivery, people development within the firm, and holds the title of CFO. Show Commentary As Zehren-Friedman Associates is quick to point out, history and literature offer many examples of persuasive but unprincipled characters - from the devil to traveling medicine men selling miracle cures to even modern day companies promising products and results that they can't deliver.nbsp; Likewise, without principles to guide persuasion and negotiations, both the methods and the outcome of negotiations can go astray. Using principled persuasion and negotiation skills, thenbsp;successful project managernbsp;recognizes and understands the legitimate needs of her counterparty, but is still able to pursue her own interests with energy and determination.nbsp; She knows that creative collaboration is a much more powerful tool than stubborn resistance, since many negotiations are best approached as problem-solving exercises rather than contests of strength and will. Project Managers frequently need to negotiate with team members, resource managers, as well as other project stakeholders.nbsp; A project manager that is a successful negotiator will be able to achieve two goals during negotiations: Get agreement between two or more parties Build relationships in the process During negotiations, project managers need to understand their own priorities as well as that of the counterparty in order to see if there are ways to meet each otherrsquo;s needs.nbsp; As Joe points out during our interview, the negotiations that most project managers are involved in are not like the negotiation that takes place when you buy a car.nbsp; The people that project managers tend to negotiate with ndash; resource managers, upper management, customers, team members, even bosses ndash; these are the folks that you work with or you will see again in the future. If ultimately you want to build relationships, the goal during negotiations should be to make ldquo;the pierdquo; as big as possible for both parties.nbsp; This is what is called in negotiation-speak as ldquo;win-winrdquo;. To be a successful negotiator,nbsp;four steps need to be taken. 1.nbsp; Planning This is the most important step in the negotiation process in order to prevent you from being caught by surprise.nbsp; What are your priorities?nbsp; What might be some alternatives that might be of value that you and your counterparty can exchange?nbsp; How are you going to ldquo;play the game?rdquo;nbsp; What are your strategies you plan on using if someone says ldquo;nordquo; to your requests? 2.nbsp; Opening Ceremony This step occurs when you are face-to-face with the counterparty and start the negotiation process with them.nbsp; This step helps to set the tone of the discussion.nbsp; Perhaps this could be as simple as starting with, ldquo;Hey, I need your help and Irsquo;m convinced we will be able to work something out toget... Negotiating,,PM,Podcasts Ron Holohan, MBA PMP no No http://pm411.org/2008/02/11/you-choose-the-podcast-topic/ http://pm411.org/2008/02/11/you-choose-the-podcast-topic/#comments Tue, 12 Feb 2008 01:09:50 +0000 Ron Holohan, MBA PMP http://pm411.org/2008/02/11/you-choose-the-podcast-topic/ http://pm411.org/2008/02/11/you-choose-the-podcast-topic/feed/ 0 http://pm411.org/2008/02/03/podcast-episode-023-6-steps-to-successful-schedules/ http://pm411.org/2008/02/03/podcast-episode-023-6-steps-to-successful-schedules/#comments Sun, 03 Feb 2008 10:03:41 +0000 Ron Holohan, MBA PMP http://pm411.org/2008/02/03/podcast-episode-023-6-steps-to-successful-schedules/ http://pm411.org/2008/02/03/podcast-episode-023-6-steps-to-successful-schedules/feed/ 0 8:57 Creating a comprehensive schedule is one of the more difficult activities that Project Managers face.nbsp; Schedule creation is often considered more art than science - ... Creating a comprehensive schedule is one of the more difficult activities that Project Managers face.nbsp; Schedule creation is often considered more art than science - and results often support this.nbsp; What is often more frustrating is that team members often find themselves on one team with a project manager that creates and manages schedules a particular way and on another team with a project manager with a different approach.nbsp; I often hear from people on teams, "why can't all project managers do things the same way?" If you have heard this on your team, perhaps it is time that you take a look at the way you and your team create your team schedules.nbsp;nbsp;Perhaps you are not taking a consistent step in developing team schedules that have been shown to work time and time again. There are tons and tons of resources out there that claim the perfect answer to your scheduling problems.nbsp; But, I believe thatnbsp;you can improve your chances for success just by following the six simple steps below.nbsp; Step 1:nbsp; Define the schedule activities Take your WBS work packages and decompose them further into schedule activities.nbsp; If you havenrsquo;t created a WBS yet for your project, you will want to listen tonbsp;Episode 4 on Work Breakdown Structures.nbsp; Take each WBS work package, and decide what activities are required to create that package.nbsp; For example, if your work package is "Configure New Computer Hardware," your schedule activities might include "set up network configuration," "install the video card," "install applications," and then "set up mail client." Step 2:nbsp;nbsp;Sequence the activities Remember back in grade school where you were given a bunch of pictures and you had to figure out their order.nbsp; You had to decidenbsp;which picture represented the 1st activity, the 2nd activity and so on?nbsp; Well, that is exactly what the second step is all about.nbsp;In second step we sequence the schedule activities by simply placing them in the order in which they need to happen.nbsp; For example, perhaps we need to install the video card first, then set up the network configuration, install application and then finally set up the mail client.nbsp;In some cases two or more activities can be done simultaneously.nbsp; Perhaps we can set up the mail client while other applications are being installed.nbsp;This is step is where we look at the different types of schedule dependencies such as finish-to-start, start-to-start, finish-to-finish, and start-to-finish to figure out how each of these activities relate to each other.nbsp; Step 3:nbsp;nbsp;Estimate the resources needed for the activity The third step involves estimating what resources will be required to accomplish each activity.nbsp; This includes estimating needed team resources, financial resources, and equipment.nbsp; These resource needs should be selected for each activity prior to estimating the duration of each activity which isnbsp;the next step. Step 4:nbsp;nbsp;Estimating the duration of each of the activities This step requires you and your team to analyze how long it will take to accomplish each of the activities.nbsp;These estimates can be quantified throughnbsp;the following tools: Expert Judgement - by conferring with someone who is familiar or experienced in what it takes to accomplish a particular activity. Analogous Estimating -nbsp;a top-down estimation approach is taken by looking at similar projects within your organization for estimates on how long a particular activity should take.nbsp; Parametric Estimating ndash; Basically this is scaling an estimate.nbsp; For example, perhaps you know it takes on average 10 minutes to install a software application.nbsp; If the ldquo;install applicationsrdquo; activity includes the installation of 6 applications, you can use parametric estimation to estimate that it will take approximately 6 times 10 minutes, or 60 minutes to install all the applications.n... PM,Methodology,,PM,Podcasts,,Scheduling Ron Holohan, MBA PMP no No http://pm411.org/2008/01/21/project-management-and-politics/ http://pm411.org/2008/01/21/project-management-and-politics/#comments Tue, 22 Jan 2008 02:47:09 +0000 Ron Holohan, MBA PMP http://pm411.org/2008/01/21/project-management-and-politics/ http://pm411.org/2008/01/21/project-management-and-politics/feed/ 1 http://pm411.org/2008/01/20/podcast-episode-021-team-collaboration-with-central-desktop/ http://pm411.org/2008/01/20/podcast-episode-021-team-collaboration-with-central-desktop/#comments Sun, 20 Jan 2008 10:26:22 +0000 Ron Holohan, MBA PMP http://pm411.org/2008/01/20/podcast-episode-021-team-collaboration-with-central-desktop/ http://pm411.org/2008/01/20/podcast-episode-021-team-collaboration-with-central-desktop/feed/ 0 00:01:01 In episode 022 we feature our first pm411.org Project Management video podcast.nbsp; The decision to use video as the medium for this episode is to ... In episode 022 we feature our first pm411.org Project Management video podcast.nbsp; The decision to use video as the medium for this episode is to be able to show you some of the great features of a free team collaborative web application from one of our sponsors called Central Desktop.nbsp; It's the collaboration tool voted ldquo;Best of The Webrdquo; by Business Week.nbsp; Organize projects, share files and meet online.nbsp; And best of all, you can set up an account and use the tool for free! The tool is free for up to 5 team members, but if you do want to add 10 or more team members, pm411.org Project Management Podcast listeners get an additional 25% for plans with additional features and team members when they upgrade!nbsp; And if you do increase the number of team members, pricing starts at just $25/month for 10 members prior to the 25% pm411.org discount. Some of the advantages of Central Desktop over other collaboration software include: nbsp;nbsp; Quick Setup - No Learning Curve Central Desktop was created for business teams, not the IT department. No Technical Knowledge or Programming Experience Required Setup Workspaces in Minutes, not Months Choose From Templates To Jumpstart Your Project or Intranet Familiar Word Processor Like Toolbar (WYSIWYG Editor) Encourage the Entire Team To Contribute Achieve High Adoption Rates Enterprise Grade Search Data At Your Fingertips Search A Single Repository for Files #38; Documents Full Text #38; Document Search (Word, Excel, Powerpoint, PDF, HTML, etc...) Searchable Conversation Threads Search Across Multiple Workspaces Simultaneously Access Workspaces From Anywhere (Office, On The Road, Home) Real-Time Collaboration Web Meetings #38; Audio Conferencing Single Sign-On Access Collaborate with Customers, Partners, Vendors - In Real-Time Encourage Ad-Hoc Team Collaboration Share Screens, Remote Presentations Integrated Free Audio Conferencing Outlook Calendar Integration Online Docs #38; Spreadsheets Track Revision History and Document Versions Store online docs #38; spreadsheets in a secure, password protected workspace environment Create, edit and share online spreadsheets in *real-time* Import and export online spreadsheets to and from Microsoft Excel Create more than 30 types of charts (bar charts, pie charts, etc.) Access more than 500 formulas and functions Team Accountability Get Everyone On The Same Page Version-Tracked Files #38; Document Revision History Document Library (Check-In /Check-Out) Workspace Audit Trails (Page Level Revision History) Track Project Status (Scorecards) Set User Permissions For Each Workspace (View Only, Modify, Add/Delete) Centralize Communication Get Out Of Your Inbox Foster Online Group Discussions View Workspace #38; Project Event Calendars Personlized Dashboard Overview of Workspaces, Reminders and Overdue Alerts Instant Messenger Presence Integration (Skype (Voice Supported Also), Yahoo, MSN Messenger, ICQ, AIM, Jabber) Subscribe to an Interactive Workspace Activity Digests via RSS/Atom Secure RSS Authentication Supported So, get started for free with Central Desktop today with no obligation!nbsp; You can start setting up your workspace today by clicking here or by going to http://www.pm411.org/centraldesktopnbsp;. How about leaving us some comments on what you think about Central Desktop. nbsp;Get the pm411.org Project Management Podcast delivered by email for free!nbsp; - Your email address and personal information are confidential and will never be sold or rented. PM,Podcasts,,PM,Software,Tools,,PM,Video,,Teams Ron Holohan, MBA PMP no No http://pm411.org/2008/01/18/project-management-at-macworld/ http://pm411.org/2008/01/18/project-management-at-macworld/#comments Fri, 18 Jan 2008 13:09:58 +0000 Ron Holohan, MBA PMP http://pm411.org/2008/01/18/project-management-at-macworld/ http://pm411.org/2008/01/18/project-management-at-macworld/feed/ 0 http://pm411.org/2008/01/13/special-my-organizations-product-development-process-episode/ http://pm411.org/2008/01/13/special-my-organizations-product-development-process-episode/#comments Mon, 14 Jan 2008 02:51:27 +0000 Ron Holohan, MBA PMP http://pm411.org/2008/01/13/special-my-organizations-product-development-process-episode/ http://pm411.org/2008/01/13/special-my-organizations-product-development-process-episode/feed/ 0 00:01:01 Back in July, my friend Cornelius Fichtner from The Project Management Podcast, and I swapped podcast interviews.nbsp; Today's special podcast episode is a part of ... Back in July, my friend Cornelius Fichtner from The Project Management Podcast, and I swapped podcast interviews.nbsp; Today's special podcast episode is a part of that interview, brought to you by the Project Management Podcast, where Cornelius and I discuss how the companynbsp;in which I am employed as a Program Manager is organized, what processes it uses to develop products, and where I see opportunities for improvement. In my role as a program manager in my organization, I have five project managers that report to me and I help to plan, execute, and monitor/control the roadmap for the audio and accessory products that mynbsp;project managersnbsp;are responsible for.nbsp; I work in a Weak Matrix Organization, where team members directly report to a functional manager and indirectly report to one or more project managers.nbsp; This works fairly well, allowing project managers to focus on completing the project goals and the functional managers focused on insuring the product performance and fulfilling the project's resource needs.nbsp; I feel that I am fortunate that I work in an organization with a strong project management and development process.nbsp; Having a well-documented development process that loosely follows the methodology found in the PMBOK allows recently hired project managers get up to speed quickly at my organization. Our developmentnbsp;is based on anbsp;phase-gated process, which I believe allows closer project monitoring and controlling, as well as giving the management the clear ability to kill or redirect a project at key "kill-points" for those projects not meeting its deliverables.nbsp; My company also uses a Project Review Board which tracks the planned milestones of a project through a weekly status report.nbsp; If the project milestones are missed by more than 2 weeks, it triggers the team tonbsp;hold an interim phase review with the Project Review Board.nbsp; The Project Review boardnbsp;is composed of both program management representation and functional managers that can help to make decisions and clear roadblocks to get the team back on schedule/budget/scope.nbsp; This requires some discipline on the part of the project team to closely monitor and report their status on a weekly basis, but since instituting weekly status reporting and the Project Review Board teams have done a better job meeting their planned schedules, budget, and product requirements. Mynbsp;organization is always looking for ways of improving its processes.nbsp; One area that we are looking at is in developing a Project Management Office (PMO).nbsp; Product Development,nbsp;the division in which Inbsp;work,nbsp;is only one area that my company utilizes project management.nbsp; My company alsonbsp;manages projectsnbsp;within its Operations, Facility Management, andnbsp;Information System (IS) departments.nbsp; However, currently each of these areas really has its own project process and organizational assets - some more defined than others.nbsp; By developing a corporate-wide PMO,nbsp;I believe that we will be able to better meet the needs of all areas of project management within our organization through common methodology, project tracking tools, and coordination. Another area that my company is investigating is using Critical Chain Project Management to help better utilize and focus resources assigned to various projects.nbsp; Focusing solely on the project Critical Path has not always provided successful product launches for us.nbsp; This is especially true for those projects with resources that were assigned on many other teams. One of the biggest challenges that I face as a Program Manager within my organization is keeping the sanctity of the triple-constraint.nbsp;nbsp;Too often teams are asked to bring in dates without being allowed to change the project scope or project cost.nbsp; Often the thought is that teams should learn to "work smarter, not harder".nbsp; What is interesting is that we are lea... PM,Links,,PM,Methodology,,PM,Podcasts Ron Holohan, MBA PMP no No http://pm411.org/2008/01/05/earn-pdus-through-pmi-by-listening-to-the-pm411org-podcast/ http://pm411.org/2008/01/05/earn-pdus-through-pmi-by-listening-to-the-pm411org-podcast/#comments Sat, 05 Jan 2008 14:37:46 +0000 Ron Holohan, MBA PMP http://pm411.org/2008/01/05/earn-pdus-through-pmi-by-listening-to-the-pm411org-podcast/ http://pm411.org/2008/01/05/earn-pdus-through-pmi-by-listening-to-the-pm411org-podcast/feed/ 0 http://pm411.org/2007/12/31/podcast-episode-021-bonus-episode-how-to-create-new-year-project-resolutions-that-work/ http://pm411.org/2007/12/31/podcast-episode-021-bonus-episode-how-to-create-new-year-project-resolutions-that-work/#comments Mon, 31 Dec 2007 19:04:35 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/12/31/podcast-episode-021-bonus-episode-how-to-create-new-year-project-resolutions-that-work/ http://pm411.org/2007/12/31/podcast-episode-021-bonus-episode-how-to-create-new-year-project-resolutions-that-work/feed/ 0 12:00 This is a special year-end bonus episode of the pm411.org Project Management Podcast to show my appreciation to our faithful listeners. In this special episode I ... This is a special year-end bonus episode of the pm411.org Project Management Podcast to show my appreciation to our faithful listeners. In this special episode I provide you with some tips on how you can make sure your project team starts off on the right foot for the upcoming year. Usually around this time of year, I have found the holidays to be a good time to think about how my projects havenbsp;done over the course of the past year and what adjustments I'd like to make during the upcoming year.nbsp; Inbsp;think of this as a time to review project "lessons learned"nbsp;without beingnbsp;tied to completing a particular project milestone, but rathernbsp;as an opportunitynbsp;to reflect and to go back and see what things have worked well and what has not worked well on my projects.nbsp; Then I set goals on how I hope to improve my project for the new year. However, the new year goalsnbsp;I set arenbsp;different than justnbsp;setting typical new year resolutions.nbsp;nbsp;New year resolutions often seem to be made following a night of heavy partying and are usually a temporary way of showing penitence for the previous night's debauchery.nbsp; How many of us have said early on one New Year day or another that we would "never do that again" only to do it again the next year?nbsp;nbsp;But seriously, resolutions are usually not based on what is commonly known asnbsp;SMART objectivesnbsp;- where SMART is an mnemonic that stands for Specific, Measurable, Attainable, Relavant, and Time-bound. Let me give you an example.nbsp; There have been more than a few new year resolutions that some of us (names withheld) have broken in years past.nbsp; Maybe wenbsp;decided that in the upcoming year we were going to lose some extra pounds and get into shape.nbsp;nbsp;Our good intentions often failed because we didn't follow SMART objectives and we were not specific in our goal. Perhaps we set out to lose weight, but we may not have had a specific number of pounds we wanted to lose to indicate success. Maybe we didn't set up a consistent means of measuring and tracking our weight loss.nbsp;nbsp;Maybe our goal wasn't even achievable - it probably would have been a good idea to consult a physician on what your ideal weight should be rather thannbsp;expecting to look like that supermodel within a month.nbsp;nbsp;The goal also needs to be relevant - you must have the authority or the ability to make or influence the change and it needs to be relevant or important to do so.nbsp;nbsp;Being told by your physician that you need to lose weightnbsp;in ordernbsp;to prevent a heart-attack is different than already looking like Nicole Richie and wanting to take weight off.nbsp; This is not to make light of eating disorders, but some of these folks need to lose another pound like I need to grow another chin!nbsp; And finally, perhaps our failure was because our goal wasn't time-bound.nbsp;nbsp;Chances are that after the first couple of weeks of really trying to lose weight, you will start trying to trick yourself into thinking that you stillnbsp;have the rest of the year to lose the weight, so why rush? So now that we have looked at the wrong way of setting your new year resolutions, let'snbsp;go through the 7 step process of reviewing your past year's performance and setting SMART objectives for your project in the upcoming year. Step 1:nbsp; Decide what needs to change First, decide on a particular project that you want tonbsp;change and write down the things that you and your team did well during the past year and those things that need improvement. You may want to consider the following 9 knowledge areas in the PMBOK as a starting place for your project review: Project scope management Project time management Project cost management Project human resource management Project procurement management Project risk management Project quality management Project integration management Project communications management ... PM,Methodology,,PM,Podcasts,,Teams Ron Holohan, MBA PMP no No http://pm411.org/2007/12/29/now-view-pm411org-on-your-cell-phone/ http://pm411.org/2007/12/29/now-view-pm411org-on-your-cell-phone/#comments Sat, 29 Dec 2007 20:15:34 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/12/29/now-view-pm411org-on-your-cell-phone/ http://pm411.org/2007/12/29/now-view-pm411org-on-your-cell-phone/feed/ 0 http://pm411.org/2007/12/28/podcast-episode-020-e-projectmanagers-website/ http://pm411.org/2007/12/28/podcast-episode-020-e-projectmanagers-website/#comments Fri, 28 Dec 2007 08:11:55 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/12/28/podcast-episode-020-e-projectmanagers-website/ http://pm411.org/2007/12/28/podcast-episode-020-e-projectmanagers-website/feed/ 0 14:41 In today's episode I talk with Dora Tarver of the e-ProjectManagers website, a great website for Project Management templates. Dora began her career as a Programmer ... In today's episode I talk with Dora Tarver of the e-ProjectManagers website, a great website for Project Management templates. Dora began her career as a Programmer / Analyst, soon becoming a technical leader and eventually a Project Manager.nbsp; She is a member of PMI, has published papers, and has spoken across the country for PMI including at PMI Annual Seminars #38; Symposium.nbsp; Dora has over 17 years expereince in planning, building and buying software and hardware for medium and multimillion-dollar projects. Her experience includes infrastructure management, project procurement, change management, risk management, team development, time #38; cost analysis, business analysis, project plan development and maintenance following PMBOK and Corporate methodologies. Show Notes: http://www.e-projectmanagers.com/ - Dora's project management website where her free templates can be found. doratarver@e-projectmanagers.comnbsp;- Where to contact Dora. http://www.dharmakaya.com/ - The Dharmakaya Meditation Center. http://www.freewebsitedesign.org/ - Where you can go to get your website created for free. http://www.enlightenedsource.org/ - Dora provides some internet business product reviews. Finally, be sure to look for the bonus year-end pm411.org podcast episode next week on the topic of things you and your team can do to make sure you get off on the right project management foot for 2008! nbsp;Get the pm411.org Project Management Podcast delivered by email for free!nbsp; - Your email address and personal information are confidential and will never be sold or rented. nbsp;nbsp; PM,Links,,PM,Podcasts,,PM,Templates Ron Holohan, MBA PMP no No http://pm411.org/2007/12/23/itune-directory-issues/ http://pm411.org/2007/12/23/itune-directory-issues/#comments Mon, 24 Dec 2007 02:46:47 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/12/23/itune-directory-issues/ http://pm411.org/2007/12/23/itune-directory-issues/feed/ 0 http://pm411.org/2007/12/10/podcast-episode-019-project-management-web-resources/ http://pm411.org/2007/12/10/podcast-episode-019-project-management-web-resources/#comments Tue, 11 Dec 2007 03:52:46 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/12/10/podcast-episode-019-project-management-web-resources/ http://pm411.org/2007/12/10/podcast-episode-019-project-management-web-resources/feed/ 0 43:52 In Episode 19, I have the great privilege of having twonbsp;ofnbsp;the top providers of Project Management internet content join me in anbsp;roundtable discussion on various ... In Episode 19, I have the great privilege of having twonbsp;ofnbsp;the top providers of Project Management internet content join me in anbsp;roundtable discussion on various project management web resources. Shawn Futterer,nbsp;PMPreg;, is a certified project management professional with a broad range of experience. He started his career in 1992 managing quality control projects for a small manufacturing company and is currently working in a PMO for a Fortune 50 telecommunications company where he supervises project managers for the North region. Over the course of his career, Shawn has managed projects of all shapes and sizes. Shawn has a keen interest in the methodologies, strategy, planning and operations. He has over fifteen years of hands-on project management experience and has led, consulted on or contributed to: process development efforts, various methodologies and multiple training programs. Shawn attributes a project managers success to their ability to provide a strategic view and a demonstrated ability to interact and communicate effectively with all levels of an organization.nbsp; Shawn runs the Project Management Learning Center as part of the TenStep Global Community. Cornelius Fichtner, PMPreg;, is the host of The Project Management Podcast andnbsp; The Project Management PrepCasttrade;. The Podcast is a general PM related podcast and the PrepCast prepares listeners for the PMPreg; exam.nbsp;nbsp;Cornelius worked as a Project Manager in his native Switzerland, in Germany and in the USA for the last 16 years. He received his PMPreg; credential in April 2004. He has led projects for a management consulting company, a national retailer and an internet startup company.nbsp;nbsp;Currently, Cornelius works as a project manager for one of the oldest financial service providers in the USA. His passions are project management methodologies and PMOs.nbsp;nbsp;Cornelius is also an instructor for the PMPreg; Workshop for his local PMI chapter and serves as the chapter's chair until the end of this month. He currently lives in Silverado, California, USA with his wife and their two computers. Show Notes: Web resources brought up during the roundtable discussion: http://www.maxwideman.com/ http://projectmanagementlearningcenter.com/ http://groups.yahoo.com/mygroups http://forums.pmhub.net/ http://www.manager-tools.com/forums/viewforum.php?f=10 http://www.websitetoolbox.com/tool/mb/pmfwebmaster http://www.allpm.com/index.php?name=PNphpBB2#38;file=viewforum#38;f=6 http://projectmanagement.ittoolbox.com/groups/career/projectmanagement-career http://groups.google.com/ http://www.kadonk.com/ (Live project free viewer) http://www.pmconnection.com/ http://podcast.amanet.org http://www.pmhut.com/ http://www.pmstudent.com/ http://www.cuttingsedge.com/ http://projectized.blogspot.com/ http://techrepublic.com http://www.chiefprojectofficer.com/ http://www.gantthead.com/ http://www.techrepublic.com/ http://tenstep.com/ http://www.managementhelp.org/ http://www.12manage.com/ http://www.controllingchaos.com http://www.mindjet.com http://freemind.sourceforge.net/ http://www.openoffice.org/ http://www.projity.org http://www.e-projectmanagers.com http://www.pm411.org Get the pm411.org Project Management Podcast delivered by email for free! - Your email address and personal information are confidential and will never be sold or rented. PM,Links,,PM,Podcasts,,PM,Software,Tools Ron Holohan, MBA PMP no No http://pm411.org/2007/11/26/podcast-episode-018-leadership-and-teamwork-in-the-face-of-danger-part-2/ http://pm411.org/2007/11/26/podcast-episode-018-leadership-and-teamwork-in-the-face-of-danger-part-2/#comments Tue, 27 Nov 2007 01:37:43 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/11/26/podcast-episode-018-leadership-and-teamwork-in-the-face-of-danger-part-2/ http://pm411.org/2007/11/26/podcast-episode-018-leadership-and-teamwork-in-the-face-of-danger-part-2/feed/ 0 40:55 In episode 018, we bring you part 2 of Pete Goss'nbsp;story on various leadership and teamwork principles that he learned from some of his most ... In episode 018, we bring you part 2 of Pete Goss'nbsp;story on various leadership and teamwork principles that he learned from some of his most life-harrowing adventures.nbsp; In today's show, Pete Goss concludes his presentation with the outcome ofnbsp;his heroic rescue of Frenchmannbsp;nbsp;Raphael Dinelli during the 1996/97 Vendee Globe and his subsequent race with Team Philips. Show Notes: Close to the Windnbsp;by Pete Gossnbsp; http://www.petegoss.com/ Leadership and teamwork takeaways from Pete Gossrsquo; presentation: Communication is a 2-way street and it is important to encourage team members to always share their ideas. Life isn't easy - you just have to deal with things as they come along. Making the right choice is part of making tough decisions and as the leader of a team you will find yourself faced with them. You truly can do anything if you want it bad enough. If you assemble a group of individuals and they commit their mind, body, and soul to a clear and simple goal they will make it. Life truly hangs by a delicate thread. "The cancer of time is complacency" - if you want to do something, you must do it now. "Obstacles are what you see the moment you take your eye off of the goal." "Responsibility is the most powerful thing you have as a leader." Very seldom do people not rise to their responsibility - but it is your contract; this is your gift, your challenge, your opportunity. To improve internal communications, "Bad News Meetings" were held between 4 or 5 team members where they would identify the Problem, determine the solution, assign a clear budget and timeline and assign those responsible for carrying out the task. Rather than worrying about life as a glass half-full or a glass half-empty, simply make the decision to "drink the bastard anyway!" "Without trying and courage you will never get progress." "Keeping a clear eye on the goal will give you solutions in the middle of the chaos." "If you choose to drive in the fast lane, you have to accept the consequences at the beginning and sometimes you have to take them on the chin with as much dignity as you can." "If you can get your team to work in the same direction, then you can achieve anything you set your mind to." nbsp;nbsp; Leave us a voice message at (206) 984-3665 and let us know some of the adventures your team has been on! nbsp;Get the pm411.org Project Management Podcast delivered by email for free!nbsp; - Your email address and personal information are confidential and will never be sold or rented. nbsp;nbsp; nbsp; project,management,pm,prepcast,management,project,manager,pmi,pmp,team Ron Holohan, MBA PMP no No http://pm411.org/2007/11/12/podcast-episode-017-leadership-and-teamwork-in-the-face-of-danger-part-1/ http://pm411.org/2007/11/12/podcast-episode-017-leadership-and-teamwork-in-the-face-of-danger-part-1/#comments Tue, 13 Nov 2007 03:27:37 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/11/12/podcast-episode-017-leadership-and-teamwork-in-the-face-of-danger-part-1/ http://pm411.org/2007/11/12/podcast-episode-017-leadership-and-teamwork-in-the-face-of-danger-part-1/feed/ 0 31:48 Last week I attended the Planview User Conference in Austin, Texas which featured Pete Goss as the keynote speaker. nbsp;Petenbsp;is anbsp;world adventurer and author of ... Last week I attended the Planview User Conference in Austin, Texas which featured Pete Goss as the keynote speaker. nbsp;Petenbsp;is anbsp;world adventurer and author of the book, Close to the Wind. More astronauts have circled the Earth than the number of people who have sailed single-handed non-stop around the world without assistance. The most recognized of Petersquo;s races was the 1996/7 Vendee Globe non-stop single-handed round the world yacht race in his Open 50 yacht Aqua Quorum. Aqua Quorum was the first British boat to enter the Vendee and the only new yacht to complete the course in a year which sadly claimed the lives of two sailors, with only six of the sixteen starters finishing the race.nbsp; The race turned Pete into a national hero overnight for the dramatic rescue of fellow competitor Raphael Dinelli when winds of up to 80mph pounded Frenchman Dinellirsquo;s sinking boat. After receiving the distress call, Pete sent what may have been his last fax to his wife to explain what he was about to do and immediately turned round to rescue the Frenchman. He battled for two days to reach the near-dead Dinelli, who was extremely lucky to survive 48 hours in a freezing life raft. Pete, who scuppered his own chances of winning the race in order to save Dinelli, was awarded the MBE by HM The Queen and the Legion d'Honneur by the French President for his actions. In episode 017, we bring you part 1 of Pete Goss'nbsp;story on various leadership and teamwork principles that he learned from some of his most life-harrowing adventures. Show Notes: Close to the Wind www.planview.com www.petegoss.com Leadership and teamwork takeaways from Pete Gossrsquo; presentation: Good Leadership is all about challenging the norm. Good Management makes it more efficient. All one should look for in a team is a team full of leaders. You shouldnrsquo;t just take risks, but rather, you should embrace risks by properly preparing for them. ldquo;Knowledge dispels fear.rdquo; People often see successful teams as ldquo;luckyrdquo;, even if it required "18 hour days at 7 days a week" to be successful. Often times when you drill down into a successful team, what you will find is a group of people thatnbsp;is willing to create their own ldquo;luckrdquo; by putting their nose to the grindstone and having the courage to grab an opportunity when it comes past. If at particular milestones you are off course by 10%,nbsp;you can always identify that 10% and polish it to improve longterm performance. During your teamrsquo;s journey there will be problems and mistakes, but those mistakes can also be seen as lessons. Remember that the mistakes made on your teamrsquo;s journey can turn into the cornerstones of later success. Donrsquo;t cry over the mistakes, but rather celebrate in the lessons. ldquo;All the dirty washing stays on boardrdquo; ndash; donrsquo;t air your differences with those outside of the team. Trust takes time andnbsp;needs to come from the top.nbsp;nbsp;Trust can only come from example ndash; but once it does, then people on your team will feel comfortable to share their mistakes. ldquo;To win, you first have to finish.rdquo; Success comes from a clear and well-planned vision. The clearer your vision, the less likely you are to become lost. You do have to recognize that things will change as you move forward, and you need to be able to be willing to adapt your vision. But, unless your vision is clear from the start, you have no reference to make that change. ldquo;Anything new is difficult and anything that is difficult requires commitment.rdquo; ldquo;Unless you personally are absolutely committed to something, you cannot expect others to be committed with you.rdquo; Once you have lost control of a situation, all you can do is react. The key is to try not to lose control. ldquo;As you keep chipping away at life, you eventually come to a very clear and simple crossroads where you ... PM,Books,,PM,Podcasts,,Teams Ron Holohan, MBA PMP no No http://pm411.org/2007/10/29/podcast-episode-016-recent-updates/ http://pm411.org/2007/10/29/podcast-episode-016-recent-updates/#comments Mon, 29 Oct 2007 21:09:26 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/10/29/podcast-episode-016-recent-updates/ http://pm411.org/2007/10/29/podcast-episode-016-recent-updates/feed/ 0 14:02 Show Notes: In Episode 16, I cover some updates and news concerning the pm411.org podcast and website.nbsp; Specifically, I talk about: 1.) How the number of podcast ... Show Notes: In Episode 16, I cover some updates and news concerning the pm411.org podcast and website.nbsp; Specifically, I talk about: 1.) How the number of podcast listeners has grown over the past several months.nbsp; We nownbsp;havenbsp;listeners from all over the world, including: India Canada Poland Brazil the UK Australia Germany Finland Spain Russa Singapore France Taiwan The United Arab Emirates Japan Sweden Belgium Saudi Arabia Belarus Italy Colombia Iran Netherlands Ireland New Zealand Austria Jordan Denmark Portugal Hong Kong China Norway Argentina Turkey South Africa Malaysia Romania Bahrain Pakistan The Czech Republic Switzerland Chile Phillippines South Korea Egypt Morocco Nigeria Bulgaria Ukraine Sri Lanka Oman Qatar Macedonia Israel Mauritius (I had to look up where this country was located, since I was never great at geography) Indonesia Thailand Ghana Benin Peru Lebanon Afghanistan Uruquay Lithuania Luxembourg Puerto Rico Equador Slovakia Slovenia Tanzania Rwanda Bangladesh Vietnam Serbia Montenegro and The United states 2.) Inbsp;discuss some of RSS feed and iTunenbsp;difficulties I have beennbsp;having over the last few weeks and request any suggestions you may have on the resolving the issues. 3.) I share with younbsp;our newnbsp;message phone number from K7.net.nbsp; Our directnbsp;voicemessage line isnbsp;(206) 984-3665nbsp;and is available for your comments and questions.nbsp; I am really looking forward to any feedback on the show that you might have for me as well as any project management comments or questions you would like fornbsp;me tonbsp;address on a future show. 4.) And finally, I tell you how you cannbsp;receive for freenbsp;"15 seconds of fame" by creating anbsp;personalized "show bumper" that will be heard around the world.nbsp;nbsp;Ifnbsp;you are wondering what a show bumper is, you can find out in this episode. nbsp;Get the pm411.org Project Management Podcast delivered by email for free!nbsp; - Your email address and personal information are confidential and will never be sold or rented. nbsp;nbsp; nbsp; PM,Podcasts,,Site,Updates Ron Holohan, MBA PMP no No http://pm411.org/2007/10/15/podcast-episode-015-creating-effective-teams/ http://pm411.org/2007/10/15/podcast-episode-015-creating-effective-teams/#comments Mon, 15 Oct 2007 22:08:10 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/10/15/podcast-episode-015-creating-effective-teams/ http://pm411.org/2007/10/15/podcast-episode-015-creating-effective-teams/feed/ 0 23:48 Today I talk with Kent McDonald, of knowledgebridgepartners.com, about creating effective project teams.nbsp; Kent has more than a decade of experience in various aspects of ... Today I talk with Kent McDonald, of knowledgebridgepartners.com, about creating effective project teams.nbsp; Kent has more than a decade of experience in various aspects of business analysis and project leadership.nbsp; Kent has led projects and designed business solutions in a variety of industries including financial services, health insurance, performance marketing, human services, non profit, and automotive. Through his consulting business, Kent provides coaching, training, and mentoring for Business Analysts, Project Leaders, and customers of business systems projects. Kent is a sought after speaker and writer on the topics of business analysis, project leadership, and measuring and delivering value through projects. Show links: www.knowledgebridgepartners.com www.accelinnova.com www.kbpblogs.com "Picking the Right Project Team" by Kent McDonald www.projectconnections.com Scott Ambler's "Generalizing Specialist" Crystal Clear: A Human-Powered Methodology for Small Teams (The Agile Software Development Series) by Alistair Cockburn Bruce Tuckman's "Forming-storming-norming-performing" model of team development nbsp;Get the pm411.org Project Management Podcast delivered by email for free!nbsp; - Your email address and personal information are confidential and will never be sold or rented. nbsp;nbsp; nbsp; PM,Podcasts,,Teams Ron Holohan, MBA PMP no No http://pm411.org/2007/10/10/the-project-management-prepcast-pmp-interview/ http://pm411.org/2007/10/10/the-project-management-prepcast-pmp-interview/#comments Thu, 11 Oct 2007 02:55:48 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/10/10/the-project-management-prepcast-pmp-interview/ http://pm411.org/2007/10/10/the-project-management-prepcast-pmp-interview/feed/ 0 http://pm411.org/2007/10/01/podcast-episode-014-dotproject-collaborative-project-management-software/ http://pm411.org/2007/10/01/podcast-episode-014-dotproject-collaborative-project-management-software/#comments Mon, 01 Oct 2007 19:36:32 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/10/01/podcast-episode-014-dotproject-collaborative-project-management-software/ http://pm411.org/2007/10/01/podcast-episode-014-dotproject-collaborative-project-management-software/feed/ 0 27:09 Today I talk with Karen Chisholm, from Melbourne, Australia, who serves as an admin for dotproject, an free, open source, web-based project management application designed ... Today I talk with Karen Chisholm, from Melbourne, Australia, who serves as an admin for dotproject, an free, open source, web-based project management application designed to provide project layout and control functions.nbsp; dotProject aims to provide the project manager with a tool to manage team tasks, communication, and file sharing.nbsp; Within the application there are several core modules that allows the user to track work by company, project, task, and contact.nbsp; Additional free add-on modules allow additional functionality, such as importing Microsoft Project Tasks into dotProject. Duringnbsp;the discussion, Karen and Inbsp;discuss: The history of dotProject and Karen's background. How dotProject is different from other collaborative software. Some of the modules available in dotProject. What is typically involved in installing dotProject on any server. New features and applications being creating by Karen's group at the moment. And finally, how to convert user donations into goats for a good cause! nbsp;Get the pm411.org Project Management Podcast delivered by email for free!nbsp; - Your email address and personal information are confidential and will never be sold or rented. nbsp;nbsp; PM,Links,,PM,Podcasts,,PM,Software,Tools Ron Holohan, MBA PMP no No http://pm411.org/2007/09/24/leave-us-a-voicemail/ http://pm411.org/2007/09/24/leave-us-a-voicemail/#comments Tue, 25 Sep 2007 02:00:55 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/09/24/leave-us-a-voicemail/ http://pm411.org/2007/09/24/leave-us-a-voicemail/feed/ 0 http://pm411.org/2007/09/23/standish-group-giveaway-winners/ http://pm411.org/2007/09/23/standish-group-giveaway-winners/#comments Mon, 24 Sep 2007 01:27:50 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/09/23/standish-group-giveaway-winners/ http://pm411.org/2007/09/23/standish-group-giveaway-winners/feed/ 0 http://pm411.org/2007/09/18/podcast-episode-013-how-i-became-a-pmp/ http://pm411.org/2007/09/18/podcast-episode-013-how-i-became-a-pmp/#comments Wed, 19 Sep 2007 02:52:20 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/09/18/podcast-episode-013-how-i-became-a-pmp/ http://pm411.org/2007/09/18/podcast-episode-013-how-i-became-a-pmp/feed/ 0 18:08 Sorry - I am reposting thisnbsp;episode since there were some link issues with the original posting... I am happy to announce that on September 7th, 2007 ... Sorry - I am reposting thisnbsp;episode since there were some link issues with the original posting... I am happy to announce that on September 7th, 2007 I passed the Project Management Professional (PMPreg;) Certification Exam.nbsp; In today's show I talk about...nbsp; nbsp;Why I chose to become a PMPreg; What I did to prepare for the exam and how long it took me What sections of the exam I felt were especially difficult What I would do differently if I were to take the exam over again And finally, how I believe being a PMPreg; will help me at my current job I also created a template (PMPreg; Practice Exam Answer Sheet Template) that I used while taking practice exams which you can use yourself.nbsp; Also, here is the link to the PM PrepCast.nbsp; Thanks for listening!nbsp; Ron Holohan, PMPreg; nbsp;Get the pm411.org Project Management Podcast delivered by email for free! Full Disclosure:nbsp; Wenbsp;are an affiliate of the PMPreg; PrepCasttrade; and earn a referral commission in exchange for actively testing and promoting this beneficial project managementnbsp;tool to our readers and listeners.nbsp; The commission earned helps to offset our hosting, equipment,nbsp;and publishing costs and allows us to continue to provide our readers and listeners with valuable free content. PM,Methodology,,PM,Podcasts,,PM,Templates,,PMPreg;,Preparation Ron Holohan, MBA PMP no No http://pm411.org/2007/08/28/pm-tips/ http://pm411.org/2007/08/28/pm-tips/#comments Tue, 28 Aug 2007 18:14:20 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/08/28/pm-tips/ http://pm411.org/2007/08/28/pm-tips/feed/ 0 http://pm411.org/2007/08/28/critical-chain-project-management-giveaway-winners/ http://pm411.org/2007/08/28/critical-chain-project-management-giveaway-winners/#comments Tue, 28 Aug 2007 17:36:35 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/08/28/critical-chain-project-management-giveaway-winners/ http://pm411.org/2007/08/28/critical-chain-project-management-giveaway-winners/feed/ 0 http://pm411.org/2007/08/21/podcast-episode-012-trends-in-project-management-performance/ http://pm411.org/2007/08/21/podcast-episode-012-trends-in-project-management-performance/#comments Wed, 22 Aug 2007 03:09:08 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/08/21/podcast-episode-012-trends-in-project-management-performance/ http://pm411.org/2007/08/21/podcast-episode-012-trends-in-project-management-performance/feed/ 0 27:56 According to data by the Standish Group, an independent consultant group focused on what makes projects either succeed or fail, since 1994 a larger percentage ... According to data by the Standish Group, an independent consultant group focused on what makes projects either succeed or fail, since 1994 a larger percentage of projects are meeting their objectives.nbsp; Now more recent data indicates that "35% of all projects succeed (meaning they are delivered on time, on budget, with required features and functions); 46% are challenged (which includes being late, over budget, and/or with less than the required features and functions); and 19% fail (meaning that they are cancelled prior to completion or delivered and never used)"nbsp; (Standish 2006). In today's show we talk with Jim Johnson of the the Standish Group to find out more about recent trends in project management performance.nbsp;nbsp;nbsp;Mr. Johnson is the founder and chairman of The Standish Group.nbsp; He has been professionally involved in the computer industry for over 30 years and has a long list of published papers, articles and speeches.nbsp; He has a combination of technical, marketing, and research achievements focused on mission-critical applications and technology. nbsp;He is best known for his research on transactional middleware, as well as project and system failures.nbsp; Jim is a pioneer of modern research techniques and continues to advance in the research industry through virtual focus groups and case-based analytical technology. We will draw the names of two lucky listeners on September 15th to win either a free copy of Jim Johnson's book My Life is Failure, or a free copy of The Public Execution of Miss Scarlett.nbsp; Simply send an e-mail with your name and e-mail address to show@pm411nbsp;with ldquo;Standish Group Drawingrdquo; in the subject line before September 15th, 2007 to enter! nbsp;Get the pm411.org Project Management Podcast delivered by email for free!nbsp; - Your email address and personal information are confidential and will never be sold or rented. nbsp;nbsp; PM,Podcasts Ron Holohan, MBA PMP no No http://pm411.org/2007/08/18/project-management-prepcast-subscripition-winner/ http://pm411.org/2007/08/18/project-management-prepcast-subscripition-winner/#comments Sun, 19 Aug 2007 02:16:02 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/08/18/project-management-prepcast-subscripition-winner/ http://pm411.org/2007/08/18/project-management-prepcast-subscripition-winner/feed/ 0 http://pm411.org/2007/08/12/free-project-management-giveaways/ http://pm411.org/2007/08/12/free-project-management-giveaways/#comments Mon, 13 Aug 2007 01:45:11 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/08/12/free-project-management-giveaways/ http://pm411.org/2007/08/12/free-project-management-giveaways/feed/ 0 http://pm411.org/2007/08/05/podcast-episode-011-critical-chain-project-management/ http://pm411.org/2007/08/05/podcast-episode-011-critical-chain-project-management/#comments Sun, 05 Aug 2007 22:50:04 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/08/05/podcast-episode-011-critical-chain-project-management/ http://pm411.org/2007/08/05/podcast-episode-011-critical-chain-project-management/feed/ 1 25:29 According to research by the Standish Group,nbsp;using traditional project management approaches, only 44% of projects finish on time.nbsp; In fact, the study showed that projects ... According to research by the Standish Group,nbsp;using traditional project management approaches, only 44% of projects finish on time.nbsp; In fact, the study showed that projects on average complete at 122% over the original schedule, 89% over the original budget, 70% of projects don't meet their planned scope, and 30% are cancelled before completion (Standish 1994). nbsp; But, what if I were to tell you that there is a proven project management methodology out there that has been credited with allowing project managers to complete their projects 10% to 50% faster and cheaper than by traditional Critical Path or PERT methods alone?nbsp; What if I also told you this methodology has also been credited with up to 95% on time and on budget success when applied correctly?nbsp; nbsp;nbsp; Sound too good to be true? nbsp; Innbsp;episode 11nbsp;we talk to Mr. Larry Leach, PMP to learn more about the Critical Chain Project Management Methodology and its keys to success.nbsp; Larry Leach is the president of Advanced Projects Incorporated.nbsp; Prior to founding API, he was a vice president in several Fortune 500 companies, managing projects up to $1 billion dollars (US). His 30-plus years of experience as a project manager involve varied projects that include software development, research and development and construction. Larry has a masterrsquo;s degree in business management from the University of Idaho (USA) and a masterrsquo;s in mechanical engineering from the University of Connecticut (USA). He is certified in the Theory of Constraints, and the leading expert on Critical Chain Project Management (CCPM). He is a member of PMI and has published many papers on related topics including articles in PM Network and in the Project Management Journal. Larry is a facilitator for the University of Phoenix, an instructor for PMI Seminars, and a certified Project Management Professional.nbsp; His clients include Abbot Laboratories, American Express, Boeing, GTE, Hewlett Packard, Honeywell, Motorola, Shell, Texaco, the U.S. Department of Energy, the U.S. Air Force, and many others. His books, Critical Chain Project Management, and Lean Project Management:nbsp;Eight Principles for Success, are available from Amazon.com.nbsp; Also, be sure to visit the Advanced Projects website at www.Advanced-Projects.com.nbsp; There you will find more information about CCPM and API's software that integrates with Microsoft Project called CCPM+. nbsp; We will draw the names of two lucky listeners on August 25th to win either a free ebook copy ofnbsp; his book Lean Project Management, or a free copy of his Critical Chain software add-on for Microsoft Project, CCPM+.nbsp; Simply send an e-mail with your name and e-mail address to show@pm411.org with "CCPM Drawing" in the subject line before August 25th, 2007. nbsp; If you have had success using Critical Chain Project Management or have any comments or questions about using CCPM, please stop by and post on the discussion board through the pm411.org website.nbsp; The discussion board allow you to ask questions or post comments on everything from general discussions, PMBOK, team building, PM software, books, and more. nbsp;Get the pm411.org Project Management Podcast delivered by email for free!nbsp; - Your email address and personal information are confidential and will never be sold or rented. nbsp;nbsp; PM,Methodology,,PM,Podcasts,,PM,Software,Tools Ron Holohan, MBA PMP no No http://pm411.org/2007/07/24/podcast-episode-10-interview-with-cornelius-fichtner/ http://pm411.org/2007/07/24/podcast-episode-10-interview-with-cornelius-fichtner/#comments Wed, 25 Jul 2007 03:05:15 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/07/24/podcast-episode-10-interview-with-cornelius-fichtner/ http://pm411.org/2007/07/24/podcast-episode-10-interview-with-cornelius-fichtner/feed/ 0 27:40 Todayrsquo;s episode is an interview with the person I consider to be the "Father of the Project Management Podcast", Mr. Cornelius Fichtner.nbsp; Cornelius is the ... Todayrsquo;s episode is an interview with the person I consider to be the "Father of the Project Management Podcast", Mr. Cornelius Fichtner.nbsp; Cornelius is the host of Thenbsp;PM Podcast and the Project Management Prepcast.nbsp; During the interview we talk about project management in his native Switzerland, how his project management podcast and prepcast got started, and what new things he is currently working on for his listeners.nbsp; We even make time to talk about his ears and feet! Cornelius has graciously offered a free subscription to his Project Management PrepCast to a single lucky pm411.org listener. To enter, email us at show@pm411.org with your name, email address and ldquo;PM PrepCast Drawingrdquo; in the subject line and you will be entered into a drawing for a free subscription of the Project Management PrepCast. We will draw the name of the lucky winner on August 15th and announce that personrsquo;s name on the pm411.org website. So enter soon and good luck! nbsp;Get the pm411.org Project Management Podcast delivered by email for free!nbsp; - Your email address and personal information are confidential and will never be sold or rented. nbsp;nbsp; PM,Podcasts Ron Holohan, MBA PMP no No http://pm411.org/2007/07/02/podcast-episode-009-recent-updates/ http://pm411.org/2007/07/02/podcast-episode-009-recent-updates/#comments Tue, 03 Jul 2007 05:55:40 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/07/02/podcast-episode-009-recent-updates/ http://pm411.org/2007/07/02/podcast-episode-009-recent-updates/feed/ 0 9:39 Episode 9 is basically a brief summary of what's been going on lately this summer in my life.nbsp; Specifically, Some details on the new look of ... Episode 9 is basically a brief summary of what's been going on lately this summer in my life.nbsp; Specifically, Some details on the new look of the pm411.org websitenbsp;andnbsp;new improvements coming soon to the podcast format. How my studies are coming along for the PMP exam. And my investigation into the Theory of Contraints and Critical Chain Project Management (CCPM).nbsp; nbsp;Get the pm411.org Project Management Podcast delivered by email for free!nbsp; - Your email address and personal information are confidential and will never be sold or rented. nbsp;nbsp; PM,Podcasts,,Site,Updates Ron Holohan, MBA PMP no No http://pm411.org/2007/06/27/review-part-2-the-project-management-prepcast/ http://pm411.org/2007/06/27/review-part-2-the-project-management-prepcast/#comments Wed, 27 Jun 2007 18:28:16 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/06/27/review-part-2-the-project-management-prepcast/ http://pm411.org/2007/06/27/review-part-2-the-project-management-prepcast/feed/ 0 http://pm411.org/2007/06/12/quotation-006/ http://pm411.org/2007/06/12/quotation-006/#comments Wed, 13 Jun 2007 00:18:54 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/06/12/quotation-006/ http://pm411.org/2007/06/12/quotation-006/feed/ 0 http://pm411.org/2007/06/10/podcast-episode-008-developing-a-ms-project-schedule-using-process-groups/ http://pm411.org/2007/06/10/podcast-episode-008-developing-a-ms-project-schedule-using-process-groups/#comments Sun, 10 Jun 2007 07:01:47 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/06/10/podcast-episode-008-developing-a-ms-project-schedule-using-process-groups/ http://pm411.org/2007/06/10/podcast-episode-008-developing-a-ms-project-schedule-using-process-groups/feed/ 0 23:11 As you may know, the PMBOK guide does not prescribe the steps in using software for creating schedules.nbsp; But, one day I was surfing around ... As you may know, the PMBOK guide does not prescribe the steps in using software for creating schedules.nbsp; But, one day I was surfing around on Microsoft's templates page and found an interesting easy-to-understand template called "Project Management Quick Guide" that steps you through how to create a project schedule using Microsoft Project in relation to the 5 Process Groups of Initiating, Planning, Executing, Monitoring and Controlling, and Closing. I found this to be a pretty handy little guide.nbsp; So, I thought that I would walk you through the guide. In this podcast I cover: middot;nbsp;What the purpose and definition is of each process group. middot;nbsp;What schedule activities should be done in conjunction with each process group. middot;nbsp;And the steps to do those activities using Microsoft Project 2000 or later. Before listening to the podcast, you may want to download a copy of the Project Management Quick Reference Guide template from the Microsoft Office Templates website. Regards, Ron nbsp;Get the pm411.org Project Management Podcast delivered by email for free!nbsp; - Your email address and personal information are confidential and will never be sold or rented. nbsp;nbsp; PM,Podcasts Ron Holohan, MBA PMP no No http://pm411.org/2007/06/07/quotation-005/ http://pm411.org/2007/06/07/quotation-005/#comments Fri, 08 Jun 2007 01:51:13 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/06/07/quotation-005/ http://pm411.org/2007/06/07/quotation-005/feed/ 0 http://pm411.org/2007/05/28/podcast-episode-007-sympathetic-project-manager-leadership-part-2-of-2/ http://pm411.org/2007/05/28/podcast-episode-007-sympathetic-project-manager-leadership-part-2-of-2/#comments Tue, 29 May 2007 02:40:12 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/05/28/podcast-episode-007-sympathetic-project-manager-leadership-part-2-of-2/ http://pm411.org/2007/05/28/podcast-episode-007-sympathetic-project-manager-leadership-part-2-of-2/feed/ 0 18:29 In episode 007, which will forever be known as the "James Bond Episode," I continue with part 2 of the series on Sympathetic Project Manager ... In episode 007, which will forever be known as the "James Bond Episode," I continue with part 2 of the series on Sympathetic Project Manager Leadership.nbsp; In this episode, I discuss how to be an active listener and problem solver. Enjoy! Ron nbsp;Get the pm411.org Project Management Podcast delivered by email for free!nbsp; - Your email address and personal information are confidential and will never be sold or rented. PM,Podcasts Ron Holohan, MBA PMP no No http://pm411.org/2007/05/28/quotation-004/ http://pm411.org/2007/05/28/quotation-004/#comments Mon, 28 May 2007 18:49:20 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/05/28/quotation-004/ http://pm411.org/2007/05/28/quotation-004/feed/ 0 http://pm411.org/2007/05/27/the-project-management-hut/ http://pm411.org/2007/05/27/the-project-management-hut/#comments Sun, 27 May 2007 07:07:28 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/05/27/the-project-management-hut/ http://pm411.org/2007/05/27/the-project-management-hut/feed/ 1 http://pm411.org/2007/05/24/review-the-project-management-prepcast-with-cornelius-fichtner/ http://pm411.org/2007/05/24/review-the-project-management-prepcast-with-cornelius-fichtner/#comments Thu, 24 May 2007 20:22:58 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/05/24/review-the-project-management-prepcast-with-cornelius-fichtner/ http://pm411.org/2007/05/24/review-the-project-management-prepcast-with-cornelius-fichtner/feed/ 0 http://pm411.org/2007/05/22/hey-you-got-something-to-say/ http://pm411.org/2007/05/22/hey-you-got-something-to-say/#comments Tue, 22 May 2007 21:53:18 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/05/22/hey-you-got-something-to-say/ http://pm411.org/2007/05/22/hey-you-got-something-to-say/feed/ 0 http://pm411.org/2007/05/20/podcast-episode-006-sympathetic-project-manager-leadership-part-1-of-2/ http://pm411.org/2007/05/20/podcast-episode-006-sympathetic-project-manager-leadership-part-1-of-2/#comments Mon, 21 May 2007 00:56:33 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/05/20/podcast-episode-006-sympathetic-project-manager-leadership-part-1-of-2/ http://pm411.org/2007/05/20/podcast-episode-006-sympathetic-project-manager-leadership-part-1-of-2/feed/ 0 15:11 A couple years ago I attended a seminar at Caltech called Assertive Management:nbsp; How to Influence Without Alienating.nbsp; It was simply the best training I ... A couple years ago I attended a seminar at Caltech called Assertive Management:nbsp; How to Influence Without Alienating.nbsp; It was simply the best training I havenbsp;ever received in my career. In episode 006, I review some of the techniques that I learned from the seminar and apply it to project management.nbsp; In this week's podcast (Part 1 of Episode 006) I discuss the different types of behavioral communication and how assertive communication can help you and your team perform better. Regards, Ronnbsp; nbsp;Get the pm411.org Project Management Podcast delivered by email for free!nbsp; - Your email address and personal information are confidential and will never be sold or rented. PM,Podcasts Ron Holohan, MBA PMP no No http://pm411.org/2007/05/20/quotation-003/ http://pm411.org/2007/05/20/quotation-003/#comments Sun, 20 May 2007 07:41:52 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/05/20/quotation-003/ http://pm411.org/2007/05/20/quotation-003/feed/ 0 http://pm411.org/2007/05/16/podcast-episode-005-engaging-china/ http://pm411.org/2007/05/16/podcast-episode-005-engaging-china/#comments Thu, 17 May 2007 03:35:07 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/05/16/podcast-episode-005-engaging-china/ http://pm411.org/2007/05/16/podcast-episode-005-engaging-china/feed/ 1 33:07 nbsp; A few weeks ago I had the great fortune of traveling to Suzhou, China to provide training at one of my company's manufacturing locations.nbsp; Being ... nbsp; A few weeks ago I had the great fortune of traveling to Suzhou, China to provide training at one of my company's manufacturing locations.nbsp; Being my first time to Asia, it was a great experience to get a chance to see a different side of our business and how the Chinese culture is different from that of the West. In this podcast, I offer some general tips on how to best understandnbsp;and navigate the Chinese culture and how to bestnbsp;understand their customs in order to form long lastingnbsp;business relationships with the Chinese. Some references that I would recommend: [1] Customs and Etiquette of China.nbsp; Mason,nbsp;Caroline and Murray, Geoffrey.nbsp;(c) 2005 Global Books Ltd.nbsp; ISBN-10: 1857333861 [2] Doing Business in the New China: A Handbook and Guide.nbsp;nbsp;Zinzius, Birgit.nbsp;(c) 2004 Praeger Publishers.nbsp; ISBN-10: 0275980316 nbsp;Get the pm411.org Project Management Podcast delivered by email for free! nbsp;nbsp; PM,Podcasts Ron Holohan, MBA PMP no No http://pm411.org/2007/05/14/quotation-002/ http://pm411.org/2007/05/14/quotation-002/#comments Mon, 14 May 2007 18:23:56 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/05/14/quotation-002/ http://pm411.org/2007/05/14/quotation-002/feed/ 0 http://pm411.org/2007/05/14/quotation-001/ http://pm411.org/2007/05/14/quotation-001/#comments Mon, 14 May 2007 18:20:32 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/05/14/quotation-001/ http://pm411.org/2007/05/14/quotation-001/feed/ 0