Business projects it enabled planning phase the project management plan defines the project objective and scope as well as how it is executed, monitored, and controlled during the delivery stage. The assigned project manager produces the project management plan in collaboration with the project team members and in consultation with the functional organizations involved in the managerial and technical processes described herein. You can embed your project management timeline in this template an also use the slide design for other project management documentation templates to keep records of your project milestones. This free template is available for microsoft power point 2007 and powerpoint 2010 but you can also try to open it with backward compatibility as a powerpoint 2003 template. 16 3.88 / 5 ppt pps size: 238.3 kib downloads: 114,047 all of our free pm templates are developed by pmp certified project managers with extensive project management experience. Templates are one step in the how to project management process and perhaps the easiest way to learn all about project management.

All templates are provided free of charge, all we ask is that you share us with your colleagues and friends. In this week’s blog we have compiled a list of what we believe are the project management body of knowledge’s pmbok seven most critical project management templates. Each of these templates represents an important part of an effective and integrated project plan. Practical papers and quick to read presentations contributed by people doing project and portfolio management in the field. Project oriented best practices from experiences in facilitating virtual meetings.

This paper arose from the authors' work facilitating 100 virtual meetings, both for the navy and other related organizations. These meetings included idea generation, planning, decision making, issues surfacing, status briefings, environmental scanning, collaborative writing, training, and expert briefings. From this experience the authors identified their set of lessons learned, and honed a set of best practices for addressing these lessons. The lessons and practices cover specifics in areas like effects on virtual meetings when the groups are in different timezones, how to get all parties to follow an effective meeting process, and how to deal with issues with virtual meeting technology.

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getting aligned and staying in sync for successful projects with outside partners. Pdf, 47kb by cinda voegtli, president, projectconnections.com the idea of using outside partners to increase what your organization can get done, or get access to a competency your group doesn't have, sounds wonderful. But we can't overlook the difficulty of actually achieving truly synergistic partnerships and ultimately successful projects using such team members outside the corporation. If not created and managed properly, these teams actually can seriously threaten a firm's critical time to market goals. This paper provides some ideas for assessing and selecting team members, planning a project considering the specific ramifications of remote members, and managing communication and the project's activities to successful completion.

One of the most challenging aspects of implementing project management in an organization is reconciling the viewpoints of the project managers and the team members. Project management tools and talk can leave technical contributors bored, resistant, or outright rebellious. Are project managers and technical team members hopelessly far apart? or do we just have a language and perspective problem? experience from the field says it's the latter. In this paper, cinda voegtli looks at this issue from both sides, with a legitimacy that comes from having extensive experience in both worlds.

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Using examples from actual projects, she shows how to create a partnership between project management and technical teams based on a mutual recognition of value, concerns, and needs. By warren craycroft, projectconnections.com even the best planned projects often end up in a painful endgame. In this in the trenches look at the late stages of a project, warren craycroft discusses some of the breakdowns and crises that occur and offers some tips, tools, and advice on how to deal with them. Pdf, 68kb cinda voegtli and ori kopelman what do you do when your company has to have a project completed in an unreasonable timeframe, or else? you get your cross functional team together and hash out a one to two page consensus vision of what can realistically be done in the time available. Using real project examples, this paper discusses how to arrive at a vision, what it must contain to deliver a super urgent project on time, and how to combat the number one reason for project slippage: changing product definitions that force teams to deal with a moving target.

pre empt conflict: how to actively prepare for, engage and overcome project conflict. Kohrell, pmp is conflict inevitable in projects? if conflict occurs how should a project manager, resolve it? the underlying premise of the pre empt method is that conflict resolution is a parallel activity to risk management. Just as risk, action items and issue logs should be addressed daily, so should the framework for resolving conflict. Including both micro conflict defined as conflict that occurs between individuals or within a team , and macro conflict which occurs between the team and key stakeholders or external forces.

This article was contributed by member david kohrell, pmp, who is currently a senior project manager with fiserv iti and an experienced pm in both the public and private sectors. Terry cooke davies managing director, human systems limited this two item set provides a paper and presentation on the concept of doing project closeouts. At the end of a tough project, often no one is really interested in these late activities. The paper and presentation discuss activities that generally should be a part of project closeout management why closeout is vitally important the factors that prevent organizations from managing this time in the project effectively a new perspective on project closeout management its function as a part of a knowledge management system and steps that organizations can take to improve the practice of project closeout. Cinda voegtli, president, projectconnections.com there's no worse super urgent demand than the looming end date of a critical project that's behind schedule: a schedule that was probably highly aggressive to start with. Time to market demands can't be ignored, so how do you course correct, get back your momentum, and succeed in spite of the setbacks? this paper, describes how to pinpoint and fully understand the project's past problems, revitalize your plan and your team, and get that product out the door.

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Career amp skills development by cinda voegtli, president, projectconnections.com an overview of the role of business savvy project managers' mindset and responsibilities mdash pms who lead their teams relentlessly toward the business results a project is meant to achieve. Helps project managers see a critical type of value they can bring to projects and provides guidance for developing new skills and mindsets for new career options. By cinda voegtli, president, projectconnections.com this paper provides a comprehensive picture of valuable skills to develop as you move through your career, with the very important context of why you need them from the customer's viewpoint , and an integrated understanding of how presentation skills, technical expertise, meeting management skills, networking, business understanding, etc.

It also covers how to come up with a personal strategy for developing those skills, and how to continually market yourself ndash communicating and using your capabilities to maximize your opportunities, your success, and your overall career satisfaction. This paper was originally written for an audience of technical contributors at a professional development conference, and thus may be something you'd like to show technical team members, to encourage their career growth in areas that will benefit your projects. By warren craycroft, projectconnections.com are leaders born, or are they made? how is leadership taught? how is it learned? in this white paper, warren craycroft takes a look at the study of leadership and compares the approaches of two leadership scholars, warren bennis and john gardner, as they wrestle with these and other leadership questions. knowing in community: 10 critical success factors in building communities of practice.

As knowledge management evolves from fad to business imperative, many organizations are discovering the limited ability of information technology to capture and share ideas, insights, and know how. Richard mcdermott presents communities of practice as a better vehicle for knowledge sharing and discusses ten critical success factors in building vibrant, effective communities. knowing is a human act: how information technology inspired, but cannot deliver knowledge management.