Knowledge Shelf
Knowledge Shelf, a component of the PMI Virtual Library, is a growing online resource for project management knowledge. It's a great place for practitioners to expand their understanding of different aspects of project management. Many of the articles and papers in the Knowledge Shelf can help you learn how to most effectively practice project management in your organization.
Peer-submitted articles on a variety of subjects are available for PMI members. A panel of volunteer practitioners review the articles for value and readability prior to their posting. Periodically, the Knowledge Shelf will feature a sample, peer-submitted article which will be available at no charge to all PMI.org visitors. Additionally, a selection of white papers, most originating from organizations, can be accessed by all PMI.org visitors at no charge.
Do you want to submit an article for the Knowledge Shelf? See below for submission guidelines.
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Sample Article
Risk Determination in Highly Interactive Environments: How to Avoid the Titanic Factor in Your Project—A White Paper
– by J. Bruce Weeks, PE, PMP
How do intra-project risks interact and how can we take those interactions into special consideration? Let’s look at a famous example of how multiple-risk materializations led to one of the world’s best-known disasters, the sinking of the RMS Titanic on 15 April 1912. In this case, almost every conceivable known unknown (risks) that could occur did occur, with a couple unknown unknowns as well.
Articles from your peers
Click on any link in the category list below to view abstracts of available articles. Downloads of most of these articles are restricted to PMI members, so if you are not already logged in, you will be prompted for your PMI.org username and password.
White papers from organizations
Project and Program Management Analytics
- by Bharat Gera, PMP
The author of this article advocates employing project decision-making principles built on strong analytical foundations. This article provides a brief introduction to the basics of statistical analytics, explains the common probability distributions observed in project management scenarios, and illustrates the application of analytics to project management with case studies.
Assessing the Appropriate Level of Project, Program, and PMO Structure
- by Daniel D. Magruder, PMP
A crucial aspect of initiating new projects, which directly impacts and often defines success or failure, is identifying and establishing the requisite level of project and program management structure and rigor. This white paper will help you to better understand the fundamental processes, techniques, and decision criteria that lead to successfully assessing and defining the appropriate level of project, program, and PMO structure and rigor for your projects.
Applying a Life Cycle Framework to Implementing a Governance Model
- by Eric M. Pratt, PMP
The governance framework is a guide for building and establishing structures within your projects and programs. When completed, the builder should have a model that is fluid and flexible enough to address the most complex of organizations. After reading this white paper, you should have a clear understanding of what integrated governance can do to promote accountability and ownership, enhance decision making, improve the use of resources, and ultimately accelerate project and program execution.
Project Portfolio Management (PPM): The Natural Evolution of Project Management
- by Systems Evolution, Inc. (SEI)
Many organizations attempt to execute a portfolio of projects without a robust framework from which to operate. Closing this gap can help address the complex challenges that every organization faces each time a new project is initiated. This article explores the similarities and distinctions between project management and project portfolio management, considers the genesis of a PPM strategy, and provides an assessment of organizational maturity.
The First Weeks: Making a Positive First Impression and Setting Appropriate Expectations
– by Joel Prothro, PMP
Getting a project started correctly is the key to a smooth execution in the later phases. This white paper will answer the question: What are the tangible and intangible elements that need to be addressed in the first weeks of a project that give the team a solid foundation on which to build a successful engagement?
Targeted Relationships: A Project Management Consulting Maturity Model
– by Philip W. McDowell, PMP
The evolution of the relationship between the client and customer is often the difference between a long-term, robust relationship and a one-time engagement. This paper provides insight into the differences and similarities between project and program managers, differentiates between the client and customer, and defines several relationship levels between project/program managers and clients/customers.
Value-Driven Relationships: An Approach to Project Alignment
– by Philip W. McDowell, PMP
This paper explores the various factors of project success and proposes that consistent and well-understood relationships among all parties of a project help foster long-term commitment and mutual success. The three types of relationships that impact the project’s success are organizational, personal, and value-driven. Defining, documenting, and communicating value-driven relationships can help mature businesses and project organizations.
Innovative Quality Measurement System—Ideas for a Project Manager
– by Krishna V. R. Muppavarapu, eGramIT Services Pvt. Ltd.
Quality management is an integral and key component of project management. A well-designed quality measurement system is characterized by an ability to detect critical defects throughout the project life cycle and beyond. This paper presents the efforts of the project management team involved in the design of a “universal quality system” for business process outsourcing projects.
Managing the "Meeting from Hell!"
Faciliation Techniques to Manage Three Common Dysfunctional Behaviors
– by Dana Brownlee, president of Professionalism Matters, Inc.
This article explores three common dysfunctional personalities and how to effectively manage them in meetings. The personalities are known as (1) "the dominator," (2) "the multitasker," and (3) "the rambler".
Productive Improvement Using Ten Process Commandments
– by Pradeep Patra, PMP, and Sunitha Bartaki, PMP, Tata Consultancy Services Limited (TCS)
This white paper uses 10 "process commandments" as guiding principles and cost of quality as a metric to derive productivity improvements, and presents a view on how a process framework was deployed in a large financial and insurance organization.
Global Infrastructure in the Financial Crisis/7 Arguments for Optimism
– by CG/LA Infrastructure LLC
While difficult to appreciate in the midst of the current deep crisis, the next five years will see a boom in infrastructure project creation around the world. The reasons are important, subtle and logical.
Thinking Thoughts About the U.S. Infrastructure Build
– by CG/LA Infrastructure LLC
An analysis of Barack Obama's infrastructure stimulus plan.
After your submission is accepted:
Author License Agreement
Submission forms can be submitted several ways:
- Scanning and e-mail it to Virtual.Library@pmi.org
- Mail it to:
Knowledge & Wisdom Center
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Newtown Square, PA 19073-3299 USA
- Faxing it with cover sheet to attention of Knowledge & Wisdom Center
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Questions? Please contact Virtual Library.
