By Judith W. Umlas
When McGraw-Hill first decided to publish my second book, I thought it should be called Leadership and The Power of Acknowledgment. It felt right due to all of the positive experiences and wonderful stories that emerged training leaders in this initiative.
By Dr. Harold Kerzner
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.
By Henk-Jan van der Klis
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.
By Analuz Montejano
Project Managers and their teams carry out planned projects on a daily basis, such as the development of new applications. However, there are a lot of challenges, many of which arise because of limitations. Here’s a step-by-step guide to improving resource management.
By Dr. Willis H. Thomas, PMP, CPT
The Project Management Institute (PMI)® Talent Triangle® has addressed the need for project leadership competencies.
By Yelena Ganshof
Let’s face it: in today’s highly competitive business world, it has become extremely difficult to stand out and get your message across to key decision makers.
By J. LeRoy Ward
In the practice of project management, we are encouraged to collect, store, reference, and add to “Lessons Learned” to avoid the mistakes (as well as benefit by the best practices) employed by others in our organization in their work on projects.
By Dr. Harold Kerzner
According to management guru Peter Drucker, there are only two sources for growth: marketing and innovation [Drucker, 2008]. Innovation is often viewed as the Holy Grail of business and the primary driver for growth. Innovation forces companies to adapt to an ever-changing environment and to be able to take advantage of opportunities as they arise.
By Dr. Willis H. Thomas
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).
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