On this page: In this era of cost cutting and tight regulation, many a Project Management Professional (PMP)® must yearn for the good old days, when flagship projects were commissioned by absolute monarchs, who had unlimited resources to throw at their ventures. If you are preparing for your PMP® exam, you ...

The first management course I was sent on involved watching a war film and playing with Lego bricks. The film, starring Gregory Peck, was put forward as an example of excellent people management. Recently I saw a rerun of another Second World War movie, David Lean’s Bridge on the ...

Planning can be a very frustrating task for a Project Manager. We are often asked to provide detailed estimates based on a set of activities that are not clearly defined. The Project Management Institute recommends a technique called Rolling Wave Planning which seems to apply in these situations. According ...

Not so long ago, project managers working in Irish small or medium-sized enterprises worked with teams that were exclusively Irish. In other words, the people you dealt with all shared the same culture. When doing their PMP® training, those project managers found the Manage Project Team process easy – ...

Anyone who has undergone PMP® training will recall that 75% to 90% of a project manager’s time is spent communicating. That means dealing with stakeholders and the project team. As we have seen in Part 1 and Part 2, problem behaviours come in many forms. On this page: Managing ...

Dealing with people can sometimes be difficult. For a Project Management Professional (PMP)®, troublesome stakeholders can lead to sleepless nights and tempt us into easier ways of life, like juggling chainsaws. However, as we saw in the last article, focusing on problem behaviours and confronting these will help us ...