White papers from organizations
The strategic and committed use of project management supports better results for organizations. To help improve your organization’s performance, access the insights in these complimentary white papers from PMI’s Knowledge Shelf.
Learning Services Vendor Management Weighting Model
By Rebecca Jackson, Associate Director – HR Services, AT&T Services, Inc.
Demand forecasting and the process of determining how many people are actually needed are often the most challenging links in addressing workforce requirements to achieve business objectives. The author provides an overview of the creation of an in-house tool, the Learning Services Vendor Management (LSVM) Weighting Model, which allows equitable weighting of projects with varying levels of complexity and provides flexibility in a changing environment.
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".
Productivity 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 the infrastructure stimulus plan proposed by U.S. President Obama when he was president-elect.