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Volume X - Issue IX - September 2008
Viewpoints
PM World Today™ Viewpoints articles reflect the personal opinions of the authors and not that of PM Forum™ and PM World Today™. Publication does not constitute endorsement by either PM Forum™ or PM World Today™. We strive only to provide a non-biased platform for the exchange of constructive and diverse ideas, opinions, perspectives, and thought-provoking articles about matters affecting the world of project management. PM World Today™ also does not endorse nor allow abusive, inaccurate or unprofessional content. PM Forum and PM World Today™ encourage and support high standards of ethical and professional conduct at all times. Contact information for each author is normally included with each article (when provided) so that if you have a differing opinion or a shared interest you may dialogue directly with the author.
Challenge of a Program Management Professional By Prof. Hubert Vaughan
With the introduction of the Program Management Professional (PgMP) credential by PMI, a number of seasoned PMPs are lining up for the certification. Being an original member of the Program Management Credentialing Committee since early 2006, I have spent nearly two years supporting the PMI Certification Governance Committee in formulating the credentialing process for Project Managers who want to be certified as a Program Management Professional (PgMP). One of the key missions of a Program Manager is to ensure project deliverables will add value to the program outcomes, and to initiate projects within the Program Scope during Program Initiation. Since the introduction of the PgMP in October, 2007, I have been asked by many a similar question….How can we identify initial projects that fall into the defined Program Scope, and evaluate their potential benefit toward the Program? This article is not intended to be the answer to the above question, but some thoughts that I have had and ways that I have been using to manage Programs since the early 1990s to identify projects within a program’s scope, i.e. the assigned mission boundary of a Corporate Strategic Vision. Read complete paper in English
Mobile’s Lack of Culture By Germán Bernate Modern technology has delivered a powerful tool to all of us, planet earth inhabitants: the mobile telephony. TV images have spread cell phones’ extensive usage: A Buddhist monk, located in one of the remotest spots of civilization, carries, in a very evident manner, a modern handset which enables him to get in touch instantly with any part of the globe; in Africa, an elephant keeper also owns one of these fabulous devices and informs his family on his day to day situations at work, reporting on what the dinner menu would be… he does not go to the supermarket, he hunts instead! (Will he be charged for VAT?) In America, mobile’s penetration is wide: Housewives, young students; office messengers; security guards; policemen; office workers; escort ladies; taxi drivers; intercity bus drivers; pilots; stewardesses; private and public car drivers; security escorts; organization executives of varied kinds; and politicians, all own their personal communication equipment. Big misfortune is, indeed, there is no regulation on mobiles use and abuse. It is said that speaking through the cell phone is forbidden while driving, encouraging instead ‘hands free’ utilization… ‘Well-to-do’ ladies, driving their 4x4 station wagons (we would rather say 8x8, due to their increasing pedantry) which go visiting while they drive. Poor of that one who dares to point them out their traffic law violation: He must be ready to hear quite a torrent of abuse, involving even his near family. No one would ever think of such beautiful ladies being so gross! Read complete paper in English | Spanish
Why Your Project Management Methodology Doesn’t Matter Much By Dr. James T. Brown PMP, PE, CSP One of the greatest debates in project management is what is the best project management methodology? There are numerous articles and books touting particular methodologies. Each usually talks about the deficiencies of other methodologies and uses some version of the high failure rate of projects to meet cost, schedule and scope targets to prove their point. Some methodologies are overtly or covertly backed by vendors and consultants selling software and/or services related to the methodology. I have come across no credible proof of one methodology outperforming another methodology. I hope the following statement isn’t a news flash... It is not the methodology that is the primary factor of success. It is the leadership! Read complete paper in English
Why a Project/Program Manager with a PMP accreditation By TD Jainendrakumar, MCA, PMP As all of us know that an organization executes its strategies through initiatives and investment that can best support the achievement of its goals, and that Project/Program/Portfolio Management is the path to be followed to accomplish the strategic objectives of any organization. To keep pace with customer expectations, competition, and economic conditions in the fast-paced global economy, all levels of management are responsible for effective strategic execution. In this article I would like to explain how an experienced project/program manager with PMP certification can grow to the level of CEO to manage the overall portfolio of the organization or why he/she is a best suited candidate to become a CEO. Read complete paper in English
The Case for Construction Schedule Validations By Earl Glenwright WHY ARE SCHEDULE VALIDATION AND AUDITS NEEDED? It is undeniable that construction projects represent substantial investments at risk both for Owners and Contractors. The Owners, a category which includes but is not limited to private companies, government agencies, real estate developers and funds, invest massive amounts of money to get a final product of acceptable quality, whereas the Contractors invest huge amounts of resources in their efforts to deliver a profitable product. Today’s construction operations rely on each contributor performing to the agreed upon Work Plan and Schedule. And the Work Plan and Schedule must be valid, reasonable, rational, and achievable if the Project is to be successfully and profitably completed. In construction projects, scheduling has become progressively more common in the past 20+ years as more and more tools have been put at the reach of planners and schedulers. More affordable hardware and software, broader access to information and better understanding of principles have made scheduling a highly rewarded engineering specialty. In this evolution over the last two decades or so, old practices have been replaced by very sophisticated and complex practices and techniques. Nowadays it is not uncommon to find schedules with thousands of activities which generate a wide range of reports and graphs. All these factors contributed to create today’s delicate situation in which construction schedule practices contain many misuses, or omissions of basic principles, processes, and tools. Read complete paper in English
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