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The Pigman Principle: Why Rational Leaders Make Irrational Decisions
- by James Provis, MBA, PMP
Six factors: power, ignorance, greed, momentum, appearance, and necessity define the ‘Pigman Principle,’ and often result in irrational decisions being made by otherwise rational leaders. The author explains how to identify which factors influence your project’s sponsors and how to leverage these factors to manage your interactions and communications with sponsors more effectively.
The Real Work of Project Management: Improving Information Technology Project Success Rates
- by Richard Bernheim, MBA, PMP
Studies indicate that 80% of information technology project challenges are caused by people challenges. The author believes that project success rates would significantly improve if greater attention was paid by all project managers to the human side of project management. The article provides a framework for understanding personality traits and explains the need for continuous improvement of “soft” skills.
Project Relationship Management (PRM)
- by Ruffin Veal III, MS, PMP
Project relationship management (PRM) is the active development, cultivation, and maintenance of project-associated relationships. The author describes the six or seven primary categories of PRM that exist in every project. The practical application of this skill set, added to the non-technical soft skills that are essential aspects of project management, will help to ensure the successful completion of projects.
The Dual Role of Project Manager/Functional Manager: Does it Work?
- by Jarno Marchetto, MSc, PMP
In a wide range of organizations, one person may be assigned to the roles of project manager and functional manager at the same time. In this article, the advantages and disadvantages of this organizational solution are discussed, and recommendations about its application are presented. More specifically, the author tries to address the issue of whether this dual role really works.
Influencing Others to Use Project Management Practices: Where to Begin and What to Consider!
- by Catherine Hodgins, BSc, MBA, CHE, PMP
Traditionally, project management processes and expertise in health care have rested in the areas of facilities management and development and/or Information Technology implementation. Although many of those in leadership roles within health care operations have spent a significant amount of time implementing new programs and introducing new equipment, for example, solid project management practices have not been known and/or utilized in areas other than facilities and IT.
Processes, People and Project Management
- by Chris Darrach, PMP
In today's diverse workforce, project managers often have the good fortune to wear many hats. Hopefully, if all goes well, one of those hats does not need to be a helmet. Regardless of whether or not you are specifically a resource manager, there is no way to avoid the fact that you will need to manage and understand people throughout your career.
Hushing Butterflies When Making the Dreaded First Impression
- by Varun Poddar, PMP
As a project manager or client manager representing a vendor to a prospective client, are you afraid of a client's skepticism towards you when you first approach them? Do you get butterflies in your stomach wondering what would be a good way to start a dialogue? The author provides tips on how to succeed in this critical moment.
Fostering Effective Reviews
- by Ramkumar Krishnamurthy
The review process is an undervalued but an extremely important activity. Not only does it ensure the quality of the work product, but it also helps bring it to its proper completion. The primary activity of the review process is examining the "finished" product to identify its shortcomings and areas for improvement.