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September 29, 2011, Sponsored by RMC Project Management, Inc.

From the Editor

Change is inevitable, but that doesn't make it any more popular. Our October webinar focuses on strategies to help you actively manage the changes your project will create. Kent McDonald wants you to be just as conscious about what you're measuring (and the changes it could prompt in your projects). And our highlights this week suggest a few project management changes you might want to consider, from the way you bless your projects to the way you pass out information about them.

Featured Article

Be Careful What You Measure, You Just Might Get It by Kent McDonald

Kent McDonald There are two sayings that are commonly used when discussing measurement and management, "You can't manage what you don't measure" and "You get what you measure." It seems that several organizations pay a lot more attention to the first piece of advice without heeding the warnings that come along with the second, especially in the realm of leading project practitioners.

If team results are what matter, why are you measuring individual contributions? Read the rest »

Premium How-To Course

Which Project Leadership Hat Should I Wear This Week?PREMIUM
Presented by Mike Aucoin, of Leading Edge Management

Premium Course Who are these people? The whole project suddenly looks different, and nothing that was working a few weeks ago is working now. Why do the team and the timeline look so different when the only thing that has changed is your place in the project? Over your career, your projects may vary in overall risk, complexity, and uncertainty. Responsive, effective project managers need to understand how to adapt to those changing circumstances, and how to be a strong, people-aware, results-focused leader at every stage of every project. 1 PDU. Learn More »


Project Leadership and Change ManagementPREMIUM
Tuesday, Oct. 18, 11 a.m. Pacific (2:00 p.m. Eastern)

Premium Course Have you thought about what your project is changing? Are you prepared to help others through it? Focused on time, scope, cost, and the specifics of the project itself, many project leaders forget to look at their projects in the context of the organization. That critical oversight can doom even a well-managed project.

Effective change management involves anticipating what is changing, who is impacted, and how they'll feel about it. This session with Sinikka Waugh of Your Clear Next Step will help you understand the process required for change and transition, so you can navigate it faster and more successfully. Planning for necessary communication will take the guesswork and panic out of the later parts of the project and help you garner the organizational support necessary to project success. $39.95, 1.5 Category A PDUs. Learn More »

November webinar: The Second 5 Traits of Risk Management Excellence
January webinar: Portfolio management

Site Highlights

He Can See the Big Board!Agile Technique Guideline: Information RadiatorPREMIUM
We sometimes make sharing information too complicated, with multiple reports, passwords, and share sites to accrue everything. Agile techniques simplify it by making all the project status (and stats) available to anyone who has the inclination to walk over to the team area. A nice side benefit to all those informed stakeholders is fewer interruptions. Even if you're not operating in an Agile environment, you might want to consider putting your War Room on display.

Where Did That Come From?Requirements Traceability GuidelinePREMIUM
If you've ever spent time around a conference table asking this question, this guideline is for you. Software exec Anita Wotiz explains how to manage to one of the Holy Grails of software engineering: a clear understanding of why each requirement is a requirement. Don't overlook the importance of understanding this. It's a lot easier to navigate project tradeoffs if you have a clear view of the affected stakeholders.

We Should Look Into ThatNew Project ProposalMEMBER
Famous last words. A formal proposal system might seem like a lot of bureaucratic overhead, but it's really just a way to be sure that your teams don't end up bogged down by projects that spring up uninvited because of an executive's chance remark, a departmental misunderstanding, or a customer's passing whim. Getting an official blessing on a short proposal – 1-2 pages at most – assures that you will actually have the resources needed to accomplish your goal. (Or at least that no one will be saying "Where did THAT come from?")

Step 3: Profit!Plan Development: Create a Project PlanSPECIAL
This Premium resource is free to registered Members until October 13, 2011
It surprises some new project leaders when they find out that developing the project plan is the last step in a much longer process. If you've already completed your due diligence, this guideline explains and illustrates some of the best ways to put it all together. If you are just getting started, check out this guideline to give you an idea of where you want to end up, and all the inputs required to get there. (Then check out the other six items in this series to help you compile that information.)

It Goes a Little Something Like ThisIT Project PlanPREMIUM
Want to see how it looks in action? Try this example plan outlining how the team will execute and monitor a software development project. The outline covers management of scope, schedule, cost, quality, process improvement, staffing, communication, risk, and more.

Project Practitioners

Where Do Xerox Machines Go When They Die?
You know you're dying to know. Blogger Morley Selver shares the story of one erstwhile recycling plant in his entry this week. Can you avoid these issues and stay solvent long enough to turn a profit?

Where's ProjectConnections?

Alan Koch is in Philidelphia October 10 teaching Agile Software Development Methods. Keep up with his schedule here.

Carl Pritchard is in Sunny Syracuse in early October before a brief break from jet-setting for his Annual CEO Recognition Day celebration. Watch the candles, Carl!

Kent McDonald is at the Heartland IIBA Business Analysis Conference October 27, speaking on Data Warehouse and Business Intelligence Analysis.

Kimberly Wiefling is in Tokyo through early October, after which she is returning home to the US, possibly to join a project management author book tour. Catch up with her schedule here.

Corporate Subscriptions and Licensing

Want your team members to have their own access to templates and how-to resources for their project work? Need to share documents and deliverables beyond your project team? We make it easier with affordable corporate subscriptions and licensing. Detailed information regarding corporate options is available online. Give your whole team, or even the entire organization, cost-effective access to our comprehensive online library of resources. You already know how helpful it's been for you. Now it's time to share with everyone else. Find out more »

Not sure if corporate terms apply to you? Check out our licensing terms at the top of our Terms of Service page, in refreshingly ordinary, everyday English.

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