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PMI – GAC
PMI – GAC accredited. The Project Management Institute (PMI®) Global Accreditation Center for Project Management (GAC) has accredited Capella’s BS-IT, MS-IT, Combined BS/MS in IT option, and MBA Project Management specializations, making Capella one of only 29 institutions worldwide to offer programs with this prestigious accreditation.
The GAC and PMI logos are registered marks of the Project Management Institute, Inc. For the full list of PMI’s legal marks, please contact the PMI legal department.
Capella University offers several degree programs that specialize in the project management field. Visit one of the links below for more information.
- BS in IT – Project Management.
- BS in Business – Project Management.
- MS in IT – Project Management.
- MBA – Project Management.
- PhD in IT – Project Management.
- PhD in OM – Project Management.
The New Year is upon us and those of you who are new to project management or have been practicing it for some may appreciate that this time of year can be a motivator to improve processes within your project management toolkit. One of the ways of doing this is to return to the basics of project management. Here is a short list of things that a project manager may do:
• Listen – One of the foibles of being in charge is not listening enough to subject matter experts (SMEs), management, the sponsor, team members or stakeholders. Relax and zero in on what’s being said, it is amazing what ideas are generated when a person associated with a project is given the time and the attention to speak their mind.
• Encourage – It costs nothing but is generally overlooked by everyone because an attitude persists that one shouldn’t thank team members for expected results. However, with a little bit of team encouragement, positive things happen!
• Abdicate – You’re not the king of the group! Get rid of your throne and mingle with your team members so you know what’s going on at the front line. Having a stand-offish approach to a project can lead to poor execution and unusable results.
• Research – Using tools and techniques to find out what others have found out on a given topic may help the project manager to avoid risks and bring the project in on time, at or below budget and with expected quality. One of the awesome aspects of an education is that a student is taught how to explore different ideas in order to improve processes.
• Next – Granted, the project manager needs to have three eyes! One to watch what has happened in the past, one to focus on the present and another to see what may be helpful in the future. Looking forward to new tools and techniques to improve project management processes is instrumental in improving project management practices in an organization.
Not by coincidence, the first letters of each of these suggestions spell “Learn”. Learning from successes and mistakes can only improve a project manager’s ability to execute a project. The more things that are discovered, measured, or improved upon can only lead to better processes to run projects!
Good luck in the New Year!
As always, your thoughts and ideas related to this post are welcome!
Around the holiday season there is a lot of reflection by employees on what has transpired over the previous year in the organization. To some degree it could be analogous to Santa Claus and his checklist of which children have been “naughty” or “nice”!
The same may be said of a Program or Project Manager, they should be reviewing the current status of their portfolios of projects and finding out which have progressed as planned, those that need attention, and perhaps ones that need to be started or closed out. In addition they need to consider the over -arching policies and procedures that have helped (Or hindered.) the planning, execution, and closing of those projects.
In essence, this “gap analysis” should bring light to what processes need to be “tweaked”, those that need to be abandoned, and what new ones should be implemented to mature the Project Management practices within the organization. This review process adds to the ability of the project management practitioners to understand the current state of affairs within their project teams, stakeholder communications, and sponsor and upper management.
Happy Holidays from the contributors of the pmroundtable.org website. We hope you’ve found value in our insights and we encourage you to respond to our comments on the Project Management discipline!
We all wish you a safe and fun holiday season!
We’ll see you next year!
There is a mountain of information talking about the relationship between the project manager and team members. Granted, this is the main human resources dynamic within the project management discipline! Much of the project manager’s time is spent working with project team members to make sure the tasks are understood, the tasks are being done, and that the different work packages are merging together per the project plan.
But what about the relationship between the project manager sponsor of the project? How important is the relationship to the success (Or failure!) of the project?
Clearly the relationship between the project manager and the sponsor is as if not more critical than the relationship between the project manager and team members! Why?
Because it is a reflection at a higher level of the type of things a project management must do for project team members. In other words, get barriers out of the way, supply resources when needed and supply a helping hand and encouragement to move the project forward.
This reflection at a higher level though is more complex because the sponsorship dynamics connect right into the leadership group of the organization. The sponsor’s role is not just a figurehead or ornamental but needs to be functional in order for resources and support be available to project manager, team and ultimately for the project’s success!
In some cases the project manager will have to remind the sponsor that they are indeed a functional part of the project, one of the team members and a major stakeholder! What steps should the project manager take to engage and secure the support of the project sponsor? More on that in later installments!
Please feel free to comment on this or other postings on this website!
Dr. Margery Mayer, a 2008 PhD graduate of Capella University recently authored the second edition of a book on managing global business teams.”The Virtual Edge: Embracing Technology for Distributed Project Team Success” was first published in 2000; the second edition of the book published by the Project Management Institute (PMI) has been significantly updated with a global leadership emphasis.
Mayer, who owns and operates the consulting firm Global Operations Experts that works with global business teams, says she wrote the book specifically for global business leaders who manage resources around the world. The book explores the varied aspects of global teams and how effective leadership truly makes a difference. It includes case study research from such notable companies as Autodesk, Johnson & Johnson, J.P. Morgan, eBay, and Adobe Systems Incorporated.
The book is available through www.globaloperationsexperts.com as well as through the Project Management Institute website.
March 31, 2011
10 a.m. Pacific Time
11 a.m. Mountain Time
12 Noon Central Time
1 p.m. Eastern Time
Dr. Loran W. Walker, Project Management Faculty Lead of the School of Undergraduate Studies will present a Webinar on:
Learning Lessons on “Lessons Learned”
The “lessons learned” from a completed project are among the most crucial—and often ignored—elements of the project management cycle. Explore strategies for making the most of these valuable takeaways. Join the discussion in a lively, interactive webinar.