By Susan Parente | Risk Management Guru – Agile Generalist – Instructor and Consultant, IIL “Can Agile practices be incorporated with traditional project management?” This is a very common question today, and the answer is yes! In this blog, I’ll cover two great Agile practices that teams have found to be valuable to incorporate on traditional projects,
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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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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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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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By Dr. Willis H. Thomas, PMP, CPT The Project Management Institute (PMI)® Talent Triangle® has addressed the need for project leadership competencies. Technical competencies can be thought of as the science or hard skills; whereas, behavioral competencies can be considered the art or the soft skills. It is important to have a balance of the hard and
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By J. LeRoy Ward, PMP, PgMP, PfMP, CSM, CSPO | Executive Vice President – Enterprise Solutions, IIL Certainly, by now, you’ve heard of Watson, the superfast supercomputer that beat former Jeopardy! champions Ken Jennings and Brad Rutter on the game show back in 2011. Since then, IBM has been promoting Watson as a valuable “tool,”
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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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By J. LeRoy Ward, PMP, PgMP, PfMP, CSM, CSPO | Executive Vice President – Enterprise Solutions, IIL Why do people earn the Project Management Professional (PMP)® credential? Is it because, as the Project Management Institute (PMI)® reported in its 10th Annual Salary Survey, that PMPs earn 23% more than those who don’t hold the certificate?
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By J. LeRoy Ward, PMP, PgMP, PfMP, CSM, GWCPM, SCPM | Executive Vice President – Enterprise Solutions, IIL What do the Panama Canal and the development of the Boeing 787 Dreamliner have in common? At first glance, you might say “absolutely nothing.” But, they have a lot in common. Both were the outcomes of
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By J. LeRoy Ward, PMP, PgMP, PfMP, CSM, GWCPM, SCPM | Executive Vice President – Enterprise Solutions, IIL The Nuts and Bolts of Agile and Scrum Agile and Scrum: What’s the difference? It seems like almost every company, regardless of their industry, is practicing Agile and Scrum in some way and at some level
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