Applying Project Management Principles to the COVID-19 Project Part 4: The Importance of Being Proactive!

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The Trump Administration is being heavily criticized for their reactive response to the COVID-19 virus.  In response, President Trump has continually blamed the Obama Administration for leaving “empty shelves” in the nation’s Strategic National Stockpile (SNS).  Others can determine the truth of that statement but what is true is that in 2018 the Trump Administration… Read more »

Applying Project Management Principles to the COVID-19 Project: Part 3: Executing and Controlling

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In my previous article on planning for the COVID-19 project, I stressed that The Project Management Plan for this project would have detailed the scope, schedule, and cost baselines, clearly stating what deliverables would be created and when they would be completed. The approach used to forecast PPE’s, ventilators, and bed space would need approval… Read more »

An Earned Value Case Study

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Earned Value is like the ghost that you can’t see but everyone tells you exists.  You know it’s out there but don’t truly understand what it does and why we as project managers need it. Simply put, earned value is a comparison of what we planned to spend, what we actually spent, and the value… Read more »

The Value of Change Management

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If you’re managing a Project Management Office (PMO) or just responsible for improving the project management culture, you may be faced with the question about just how much change management to implement.  The Project Management Body of Knowledge (PMBOK® Guide – Sixth Edition) is filled with good practices, but trying to implement even half of… Read more »

Ethical Approach to Leadership

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I’ve always felt that before you can lead a team you must first understand human behavior and specifically what motivates a typical team member. In Daniel Pink’s book Drive he summarizes studies performed by psychologists Harry Harlow and Edward Deci in 1971 and another study that carried out by professors at MIT in 2017.  He… Read more »

Kanban Essentials: Improving How We Work

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Kanban Essentials: Improving How We Work by Alan Zucker, PMP, PMI-ACP Agile practices are sweeping through the project management industry and are being used in software development, organizational leadership and even news reporting. According to the Standish Group, agile projects are 4-times more likely to be successful than traditional waterfall projects. Lean and Kanban practices… Read more »

If Agile is Better, Why is the Adoption Rate So Low?

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If Agile is Better, Why is Adoption So Low? By Alan Zucker, PMP, PMI-ACP   Agile software projects have significantly better outcomes than Waterfall methodologies.  Statistics from the 2015 Standish Group’s Chaos Report show that, on average, Agile projects are three times more likely to be successful than Waterfall projects.  This gap is even more… Read more »

Program Management Improvement and Accountability Act Signed By President Obama

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As one of his last official acts, President Barack Obama signed the The Program Management Improvement and Accountability Act! This bi-partisan legislature states that the Deputy Director for Management or designee shall: – adopt government-wide standards, policies, and guidelines for program and project management for executive agencies and oversee standards, policies, and guidelines; – chair… Read more »

Program Management Improvement and Accountability Act 2015

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I’ve spent the majority of my career committed to improving the project and program management competency of my federal clients.  Whether by training, process improvement, or project/program management (PMO) support, the intention is always the same: how can my federal clients perform their project work faster, better, cheaper.  Capital Hill is beginning to share my… Read more »