The 5 “Don’ts” of Project Management

By Liam Dillon, PMP, PMI-ACP, PgMP, PfMP Senior Consultant, IIL | Managing Director/President, Turlon & Associates Reading various blogs, articles and papers on how to be successful as a project manager got me thinking about what NOT to do as a PM. I have seen some major “do nots” throughout a 27-year career in project

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Customer Satisfaction is a Myth!

By J. LeRoy Ward,  PMP, PgMP, PfMP, CSM, CSPO   |   Executive Vice President – Enterprise Solutions, IIL The other day I was scrolling through my LinkedIn feed and saw that someone had posted a picture of one of those business/inspirational quotes, attributed to no one in particular, in an attempt to gain a lot of

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From Traditional to Non-Traditional Projects

By Harold Kerzner, Ph.D. | Senior Executive Director for Project Management, IIL Background For almost four decades, companies on a worldwide basis struggled with the creation of a singular methodology that could be used to manage all their projects. The singular methodology was a necessity for senior management that was reluctant to surrender their “command and

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Recap: International Project Management Day 2018

By Henk-Jan van der Klis (@hjvanderklis) Capgemini Engagement Manager, Financial Services and Project Management Consultant On 1 November 2018, thousands of people gathered online for International Project Management Day 2018: Project, Program, and Portfolio Management in an Age of Digital Disruption, an online learning and knowledge sharing event organized by IIL. The virtual conference gives attendees

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A Step-By-Step Guide to Improving Your Resource Management

By Analuz Montejano | IIL Instructor and Sr. Consultant Project Managers and their teams carry out planned projects on a daily basis, such as the development of new applications. To be successful, they must be able to evaluate and allocate resources necessary to complete deliverables on time, with quality, and without exceeding the budget. However, there

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Can the Words “Innovation” and “Project Management” Be Used In The Same Sentence?

By Harold Kerzner, Ph.D. | Senior Executive Director for Project Management, IIL INTRODUCTION Companies need growth for survival. Companies cannot grow simply through cost reduction and reengineering efforts. Companies are recognizing that brand loyalty accompanied by a higher level of quality does not always equate to customer retention unless supported by some innovations. According to management

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A Balanced View of the Competing Demands through the Lens of Evaluation

By Dr. Willis H. Thomas, PMP, CPT  In project management, keeping a balanced view of the competing demands (cost, time, scope, quality, risk and resources), requires evaluation to be at the center of the model. Evaluation involves a determination of merit (quality), worth (value) and significance (importance). Placing evaluation at the center helps the project

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