As project environments and organizations differ, it is not uncommon for companies to struggle with creating reasonable job descriptions for …
PMP
The Project Management Professional (PMP)® is the world’s leading project management certification. Now including predictive, agile and hybrid approaches, …
Next Generation Project Managers: The Skills Needed for Effective Project Management in the 21st Century
The role of project managers has evolved significantly since the 1980s. Back then, only engineers were considered for the role …
Selecting the Wrong Project Manager: Why It Matters and How to Avoid It
Project management is a complex and challenging task that requires a specific set of skills, knowledge, and experience. Even though …
SPECIAL CASES IN PROJECT MANAGER SELECTION
When it comes to managing a project, having the right project manager in place can make all the difference. However, …
SKILL REQUIREMENTS FOR PROGRAM MANAGERS
Managing complex programs represents a challenge requiring skills in team building, leadership, conflict resolution, technical expertise, planning, organization, entrepreneurship, administration, management support, and the allocation of resources. This section examines these skills relative to program management effectiveness. A key factor to good program performance is the program manager’s ability to integrate personnel from many disciplines into an effective work team.
SELECTING THE PROJECT MANAGER:
AN EXECUTIVE DECISION
Probably the most difficult decision facing upper-level management is the selection of project managers. Some managers work best on long-duration projects where decisionmaking can be slow.
THE STAFFING ENVIRONMENT
To understand the problems that occur during staffing, we must first investigate the characteristics of project management, including the project environment, the project management process, and the project manager.
Organizing and Staffing the
Project Office and Team
Successful project management, regardless of the organizational structure, is only as good as the individuals and leaders who are managing the key functions.
Case Study – JONES AND SHEPHARD ACCOUNTANTS, INC.
By 1970, Jones and Shephard Accountants, Inc. (J&S) was ranked eighteenth in size by the American Association of Accountants. In order to compete with the larger firms, J&S formed an Information Services Division designed primarily for studies and analyses.
TRANSITIONAL MANAGEMENT
Why have some companies been able to implement this change in a short period of time while other companies require years? The answer is that successful implementation requires good transitional management.