Clearly, given the responses to date, the subject of certification and what is ‘appropriate’ is one that concerns us all. It is a topic that generates passionate positions on both sides of the fence. Is there a way to resolve these perspectives?
A Modest Proposal: Redefining Project Management Certification
There are inherent challenges in how many certifications today are structured, as well as in how they are marketed and perceived. What should an effective certification look like, and why would that be important?
Potholes On The Road To Change: More Travelled, Less Accomplished
The capacity for effective organizational change shares many attributes with common sense: a feeling that it is all too uncommon, and lacking in widespread, rational logic. We feel that change should be easier, and yet it isn’t. This article explores why.
Developing A Charter For The PMO
The implementation of a PMO needs to be treated like a project. That means we need to be clear about what we are trying to do. We need to write it down. And someone in authority needs to agree with that statement.
Measuring Change: You Will Be Assimilated
In many—if not most—cases, the management team that ultimately has the greatest difficulty in coming to terms with the nature of the change is frequently the same management team sponsoring the effort in the first place. While certainly paradoxical, it also creates significant barriers to successfully implementing projects. This article explores how to change that.
Defining and Ensuring A Mandate For The PMO
One of the first steps in establishing a PMO is figuring out what it is supposed to do. A mandate should provide clear, unequivocal identification of the purpose, function and role that the PMO will fulfill. Here’s how to think about building a compelling mandate.