= Member Content
Knowledge Shelf articles are available at no cost to all PMI members. Join today to take advantage of this and many other member benefits.
The Enterprise Triple Constraint
- by Michael S. Zambruski, MBA, PMP, CBAP
The equilateral triangle has long been a symbol of balance and parity when depicting interrelated success factors. This article broadens the concept of the triple constraint to cover the enterprise as a whole and defines the triangle as strategic planning, business analysis, and program/project management. The result is a blueprint for linking tactical deliverables to enterprise-level outcomes and benefits.
Six Questions on the Path to Financially Justified Projects: Developing Cash Flow Models
- by Bill Kay, MSOL, PMP
Projects are financial and strategic investments that exist to deliver value. Cash flow modeling is an essential step to produce return on investment (ROI) financial measurements that support the project selection process. The author poses six key questions project managers should ask at the onset of the process to produce an accurate financial representation of the project and enable value creation.
Learning From Our Experiences — How to Keep it Simple and Productive
- by Syed M. Zaidi, PMP
In the beginning, everyone in the small company did his or her part of the job and shared problems and results at the end of day. I was hired to bring about changes in the company and make it more structured and efficient while it was expanding. Joining as a project manager for this company, and one of only a small number of employees, I remember renovating and innovating at the speed of light, whereas on some days, our efforts to improve “continually” just didn’t seem to bear enough fruit.
Promoting the Value of Project Management
- by Steve Prickett, PMP
Project managers employed by firms that have never used a formal project management methodology can find themselves frustrated with an executive manager’s reluctance to embrace the project management discipline. In order to convince anyone of the benefits of the project management process, it is necessary to know the potential obstacles that could discourage a company from pursuing something new.
Strategy to Develop Project Management in a Low-Maturity Company
- by Nicolas De Dobbeleer, M.Sc., PMP
In industry segments where project management is not considered a core business, such as manufacturing, it can be more challenging to propagate project management best practices, even though at the individual level employees recognize that improvements should be made. It is even more difficult to promote the idea of a structured approach via a project management office. Project management maturity is typically not even at the standardization level in those companies: some processes exist but are not considered an enterprise standard.