Articles
Submitted by aguanno on Mon, 07/12/2010 - 16:33
I sit down to write this article knowing that my initial proposition is going to cause some debate – even anger – among readers. Yet, I believe that the point still needs to be discussed, so I am going to take a risk and put these thoughts into writing.
The proposition that I would like to make is that the roles of project manager and business analyst are not very different from each other. In fact, I’ll even go further than that: I believe that these roles eventually merge together the higher one rises in either profession.
Now, before you start writing a strongly-worded rebuttal, please take the time to consider these facts:
Submitted by aguanno on Mon, 06/14/2010 - 10:54
I spend a portion of my time recovering troubled projects or helping project managers avoid traveling down the road towards a troubled project. In doing this, I keep making the same observation over and over again: most project managers are failing.
Submitted by morley on Tue, 06/08/2010 - 11:27
For Your Eyes Only
Have you ever typed an e-mail with information for the eyes of the recipient only, then find out that they have forwarded it on to someone else without editing the e-mail first! This could be embarrassing. If you are going to forward an e-mail with a thread, read the complete thread and edit if necessary. A lot of trouble can be caused if the wrong information or privileged information is sent to the wrong person.
People say things in e-mails that they regret later when the words fall into the wrong inbox, like their bosses. Be very careful what you say about people or clients, etc. You have to be very careful not to put something in an e-mail that could have negative consequences for you. You can not depend on the recipient not to forward your e-mail unedited.
Submitted by aguanno on Tue, 05/18/2010 - 23:13
I have been asked to participate in a panel discussion at a conference on certification. The session is called “There is NO Value in Certification!” At first, I thought this statement was ridiculous, and couldn’t imagine too many people wanting to support this premise; however, as I have talked to people, I realize that this position is not too uncommon.
The main criticism that people have of PM certification programs is that the well-known ones (at least in North America) all seem to be knowledge-based assessments. Yes, many of them (like the PMP) have experiential components, but the core of the assessment is testing whether someone has memorized material from a standard syllabus.
What this means is that the assessing body has verified that these PMs have acquired knowledge of a common set of project management terms, processes, and techniques. What it doesn’t verify is whether a specific project manager is any good or not at the practice of project management.
Submitted by morley on Mon, 05/10/2010 - 23:10
You’ve started the project or project phase, had a kick off meeting with the client /contractor/vendor, everyone has shaken hands to seal the deal, you’re excited and happy, as this will be the best project ever. You have a working relationship with the other parties and the project starts smoothly. The project is underway when something happens, the other party has issues with you and a lawsuit is coming your way. It doesn’t take much for the project to turn sour and animosity set in. The majority of projects do not turn out this way, but you can not predict the future so you have to be prepared.
Submitted by aguanno on Wed, 04/21/2010 - 11:10
You can always spot the project managers who have just received their PMP – they are eager, idealistic, and prone to proclaim at length the necessity for “Change Control” as if it were the cure for all project management evils. Don’t get me wrong – I am glad that the level of training that new project managers receive is increasing, and I am glad that they are learning that change can derail a project; however, new PMs appear to have a naïve view of how projects work in the real world, and I would like to do my part to correct that. To start with, there is NO SUCH THING AS CHANGE CONTROL. Yes, you read that correctly. The idea that we can control change is a myth.
Submitted by pmacwebmaster on Mon, 04/19/2010 - 15:29
The Project Management Association of Canada is proud to announce five more project managers have passed the Cert.APM exam and have now received the Certified Agile Project Manager qualification. Their names have been added to the list of those holding the Cert.APM designation.
Submitted by pmacwebmaster on Thu, 04/08/2010 - 22:18
Canada covers a broad geographic area, and serving our members from coast to coast to coast introduces significant challenges for an organization trying to keep costs (and membership fees) as low as possible. To better serve those of our members who have expressed reservations about traveling to take our IPMA Level-D examination, we are proud to announce that in May 2010, our IPMA Level-D certification exam will be made available online.
Submitted by pmacwebmaster on Tue, 04/06/2010 - 15:02
Submitted by SnehalShah on Mon, 04/05/2010 - 18:07
Young Crew Canada presented an information session at the University of Toronto campus on April 1st, 2010. Young Crew Canada is a key component of PMAC's growth and development of the leaders of tomorrow. Young Crew Canada is a network for young project management professionals and students under 35 years old.
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