About 34 results found.
  • This article examines the debate topic in relation to geography and the use of project management, cross-industry project management standards versus industry-specific standards, those individuals responsible for adopting organization-wide project management standards, the role executives play in institutionalizing cross-industry project management standards, and the challenges of--and requirements for--adopting organization-wide standards for managing projects. This article examines the debate topic in relation to geography and the use of project management, cross-industry project management standards versus industry-specific standards, those individuals responsible for adopting organization-wide project management standards, the role executives play in institutionalizing cross-industry project management standards, and the challenges of--and requirements for--adopting organization-wide standards for managing projects.
  • This article examines a study exploring the differences in terminology and keyword emphasis used in the project management standards from five countries (Australia, Japan, South Africa, United States, United Kingdom), differences that affect how project managers define and practice project management. But those project managers who work globally often encounter significant communications problems with their peers because of the numerous project management standards that practitioners working around the world use as their primary knowledge source, standards that often emphasize different or conflicting professional competencies.
  • NASA's structure integrates functions aimed directly at project management excellence.It's project management standards flow down through a policy docuemnt that sets up high-level guidelines to ensure consistency.
  • .• Learn and grow your project management vocabulary so you fit in and thrive on your project team.• Learn how to incorporate project management standards into your projects and show how project management process and concepts work together.• Test your knowledge as many times as you want with exam-prep questions in every module.• Prepare for the CAPM exam with a three-hour practice exam—developed and validated by PMPs and CAPMs.• Includes a free digital, searchable version of the PMBOK® Guide – Sixth Edition to help you complete the course.• Includes a free tool to help you keep track of your progress in the course. Project Management Basics is the official PMI online course to build your project management skills and prepare for the Certified Associate in Project Management (CAPM)® certification exam. Developed and created by PMI and validated by CAPM® and Project Management Professional (PMP)® certification holders, it is based on the PMBOK® Guide – Sixth Edition.
  • To relate sustainability principles to the project initiation process, a process-related sustainability definition is applied in this paper and includes the following principles: economic, ecologic and social-orientation; short, mid and long term-orientation; local, regional, and global-orientation, as well as values-based. This conceptual paper discusses select project management standards, such as the International Competency Baseline (ICB), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Projects in a Controlled Environment 2 (PRINCE2), and a project management approach for developing projects such as the Logical Framework Approach (LFA), to see how sustainability principles are considered. This conceptual paper discusses select project management standards, such as the International Competency Baseline (ICB), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Projects in a Controlled Environment 2 (PRINCE2), and a project management approach for developing projects such as the Logical Framework Approach (LFA), to see how sustainability principles are considered. As a result of this paper, the potential for further developing globally recognized
  • This article overviews this session and lists questions for fifteen areas that concerned the individuals participating in this session, questions that explore such issues as developing project management standards, measuring project performance, allocating resources, and changing leadership during the course of a project. It also lists seven differences between research/project staff and development/operations staff. One of the sessions at PMI's 1979 Seminar and Symposiums conference involved a discussion among project professionals working in the pharmaceutical industry, a conversation that looked at the challenges of working on research and development (R&D) projects.
  • The case study focused on building a PMO, selecting the PMO model, and explaining the PMO role as per the literature of project management standards and the practices of the organization. The PMO explained within this case study is a unit that supports an operation and maintenance sector (O&M) that consists of five departments in the Royal Commission for Jubail (RCJ) in Saudi Arabia. This paper discusses a case study based on achieving strategic organization objectives by adopting a project management office (PMO) as a tool to manage and align projects within different functions and units, link them to the strategic objectives, and at the same time ensure a systematic methodology and tools for execution.
  • Many books have been written recently, topics have appeared frequently in contemporary conferences and journals, and special interest groups have formed within major project management associations around the subject of project risk management. At a generic level, current project management standards provide a solid foundation for project risk management practices, including a set of risk identification, quantification, and response development activities to apply during a project. At a generic level, current project management standards provide a solid foundation for project risk management practices, including a set of risk identification, quantification, and response development activities to apply during a project. This paper builds the current risk management area further by going into the management aspects of project companies' business as a whole, placing risk management as an extended project process within the organizational context, and elaborating on two models: organization risk management and project risk management.
  • The WBS Practice Standard project was first drafted in 1998, restarted in mid-1999, and then reviewed by the PMI Project Management Standards Program Advisory Group (MAG). Initially, the question was whether activities should be part of a WBS. In conclusion, a WBS is not intended to be an inflexible mandate or restrictive tool, but a framework or guideline document that can be used creatively by the project manager.
  • This paper presents a proven approach to establishing project management standards used by the author as a senior consultant of project management experts with a consultancy based in Warsaw, Poland. It shows the full process of implementing a mature project management environment based on PMI® standards within a 2000+ employee high-tech organization in Poland. It shows the full process of implementing a mature project management environment based on PMI® standards within a 2000+ employee high-tech organization in Poland. The process is described from beginning to end, starting at the greenfield and gathering shareholder and board of director requirements, to a hands-on experience in supporting project managers in the implementation of methodology and standards for the most strategic projects of the organization, including new services development, mergers and acquisitions, construction projects, infrastructure projects, and organization process improvements projects.
 
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