Posts Tagged projectmanagement

ms project management software

Nov 24

Posted by gtdthings in success | No Comments

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Professional Project Management is becoming more pervasive. Like “electrification” occurred during the era of proliferation of electricity, “projectization” is occurring throughout the workforce and organizations. Most of the emphasis I have seen is on professional project management. However, most people will not be professional project managers, but rather will be team members, support personnel, subject matter experts, department managers, C-level executives, and the like. This article explores what is being said about this broader workforce in a projectized world.

The essential question is, “What knowledge level about project management do non-project managers need to have in order to function effectively on professionally managed projects?” One parallel situation over the past 25 years has been the proliferation of computers. Virtually everyone in the work force has needed to acquire at least a user-level knowledge of computers and a variety of software packages. This has included understanding the basics of Windows and MS Office, competence in using the internet, and the ability to use a variety of applications. Similarly, a basic level of knowledge is required to function effectively in a projectized world. Here are 5 key areas of focus for non-project managers to be effective in the world of projects:

1. A project has a beginning and an end, with smaller beginnings and ends in between. – Understanding the anatomy of a project can help to distinguish between other things that actually are not projects, but may be termed such. This will put a non-project manager onto the same page conceptually as a professional project manager.

2. Understand the difference between the plan for a product and the plan for a project. – This is one of the most common misconceptions. This often occurs for those with deep technical abilities, which often makes workers more “product centric”. They mistakenly think that a clear description of the product, whether written, in drawings, or some other representation is enough. The problem is that there are many issues and challenges surrounding that product that are in the realm of “project management”, not “product management”.

3. See that all projects need to be, at some level, an implementation related to the overall objectives of the organization. – Everyone in an organization should have a pretty good, albeit general, idea of where the organization is going. If that is not true, it may be a failing of upper management as often as an employee or associate. What is important here is that, given the assumption that the individual understands in general terms the overall objective, directives, and current initiatives of the organization, that they have the basic sense to ask and seek to understand how the project aligns with those objectives.

4. Recognize that projects are budgeted in terms of time, money, and resources, and that they need to achieve objectives within constraints on these resources. – This is a basic fact of life, and scarcity as a concept is one of the foundations of economics. A mature awareness of this fact should spawn a curiosity and awareness that there are constraints on all projects, and should encourage questioning on the part of any team member about the constraints on their given projects. Awareness of project constraints on the part of team members is a healthy development for any project manager.

5. Understand what a stakeholder is. – Stakeholders are anyone who is affected by the project. Recognizing that there are many potential stakeholders will raise awareness of risks and opportunities. Stakeholder awareness should become second nature to project managers and non-project managers alike as part of a projectized culture.

Competence in understanding and incorporating the above into day-to-day activities can bring project skill “ownership” to non-project managers such that they are very effective on most projects. In fact, they will likely be able to manage portions of projects or small projects on their own.

There are many other topics that can be of interest to everyone in the organization. In the process of becoming “projectized”, an organization needs to continuously educate everyone in the organization. The indoctrination of everyone in the basic essentials of project management is part of that. The results will be more successful projects, smoother functioning teams, and alignment across the organization within the important function of managing projects.

About the Author:

John Reiling, PMP, MBA is an experienced Project Manager. John’s web site, Project Management Training Online, provides 24×7 online training for PDUs in “Project Management for non-Project Managers“, as well as PMP certification training and hundreds of courses for PDUs. John’s Project Management blog is PMcrunch.com .

Article Source: ArticlesBase.com – Projectization and Essentials of Project Management for Non-project Managers

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Tags: "project, "software, management", opensource, projectmanagement

project management system software

Nov 22

Posted by gtdthings in success | No Comments

A project manager, quite simply defined, is an individual who is responsible for the entire project. He or she is not responsible for completing every task. Indeed, it is unlikely that the manager would even have every skill needed to complete all the work. He or she is simply the final decision maker. This person will usually be considered responsible for the success or failure of a project, unless other reasons for the outcome are blatantly obvious.

A successful project manager uses a variety of skills. He or she must be able to efficiently obtain information which is then used to make informed predictions and business decisions. The ability to thoroughly analyze, create and implement successful projects requires dedication and foresight. A very organized, self-disciplined individual with experience in presentations is well fitted to a managerial position. This kind of manager stands out as a team leader who inspires employees and at the same time effectively achieves positive communication with customers when needed.

After the formalities of decision-making are over, the manager’s hard work begins. Managers must envision the progress that should be made with an impartial eye. Adjustments may need to be made in the progress of goals and the effectiveness of actions. Team motivation and focus is essential and managers should be vigilant with these things as teamwork equals quality. Quality is pivotal in the overall progress of the project. Amidst all of this the manager has to keep an eye on time constrains and budgeting. A watchful eye for quality assurance will determine success or failure of any project. Effective planning eliminates actions not useful or damaging to the project.

The project manager will also need to define a plan and manage any changes to that plan, all while keeping project goals in mind. The goals for the project must be created, as well as a plan of action for accomplishing them. The process of bringing these goals to pass must be managed without allowing them to go beyond the scope of the goals themselves. There must also be a contingency plan for identifiable risks should they come to be a problem. There must also be a determination of any changes to the scope of the project, as well as an estimation of costs, all of which must be put in writing with the customer.

Evaluation of a team’s assets and liabilities is essential to good leadership. The good project manager will also be able to use this knowledge to achieve the most successful results from his or her team. Diplomacy combined successfully with assertiveness, rather than aggressiveness, is a useful combination of skills. Clear lines of communication to the team and among team members are important. It should be noted that, while maintaining the schedule is the manager’s responsibility, team members should have input into developing this schedule.

In 1969, the Project Management Institute, or PMI, came into existence. It was meant to ensure that project managers got the skills they needed for current success and future advancement. In 1981, PMI directors published a set of appropriate standards and guidelines. This frequently updated guide to project management is referred to as the PMBOK, and should be carefully reviewed by those who wish to be successful project managers.

About the Author:

Daiv Russell is a marketing and management consultant with Envision Consulting in Tampa, Florida. Consult these resources to learn more about Gantt Diagrams, Pert Charts, and Project Management Software.

Article Source: ArticlesBase.com – Project Manager – the Buck Stops Here

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Tags: "software, development", management", opensource, projectmanagement

project management template

Nov 22

Posted by gtdthings in success | No Comments

It has now well been accepted that the implementation of project management practices adds value to any organization. One recent study showed a 28% ROI1 from project management initiatives in IT organizations. However, what is the reality in developing and following such practices? Are the returns on investment so easily shown? What are the key steps or processes for these returns to actually occur? Experience and examples from the field, points to the following critical steps in becoming a better project management organization.

Set clear goals and establish benchmarks. This allows the organization to prove the value of the PM investment as well as change practices to achieve higher returns. If your organization is lacking hard, historical numbers on projects there are other tools that can be used. Customer satisfaction forms can be used for evaluating success on previous projects and can be continued for all future projects. Even if project baselines are missing (most likely), it is usually possible to find out when previous projects were expected to start and finish and when they actually did – on a monthly or quarterly time frame. Select a sample size, record the accuracy of the initial estimates and move on. You will have more accurate measures later in the process.

Don’t start until you have strong, committed sponsors. In the case of one government department, the primary sponsor was transferred shortly after the initial training program. The new regime had their own ideas and despite pleas from the workers, the entire program was dropped. The sponsor in a pharmaceutical firm not only did the presentation at the kick-off meeting, she sat in on many of the trainings and demanded that all tools and techniques be used by staff This forced people to accept the new processes and once over that mental hurdle, quickly began to like and appreciate the processes. Without sponsor commitment there is little chance for success.

Don’t promise too much, too early. Putting in some basic processes and templates will often show early, positive, results. However, depending on the organization, it may take longer than you hoped! Even organizations that focus on short projects (1-6 months) tend to take at least a year to see success. Why? People are usually in the process of working on, or finishing up, projects when the new systems come into place. Therefore, it will be difficult for them to make many changes until that work is finished. To keep up enthusiasm, get people who are using the new tools to speak up about their individual successes. In one recent example, a PM implemented shorter, problem solving meetings. His director and team all had positive comments which allowed him to introduce other tools as well!

In summary, it isn’t easy to get organizations to adopt new ways of doing things. However, by setting clear and measurable goals, generating a team of supporters, and not promising the moon, positive change will occur!

About the Author:

Tim has been a Canadian Management Centre faculty member since 2002. He currently delivers our
Project Management
Skills, IS Project Management, and Technical Project Management seminars.

Article Source: ArticlesBase.com – The Value And Reality Of Implementing Better Project Management

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Tags: "project, "software, management", projectmanagement, tools

issue management

Nov 22

Posted by gtdthings in success | No Comments

Many issue managers do not recognize one of the fundamental principles of issue management â€” some issues are simply not winnable. The reality is that winning at issue management, public relations, governmental affairs or politics requires that you start by picking a winnable position and moving forward from that position.

In order to determine and succeed at a winning position, a successful issue manager should begin by thoroughly and carefully identifying all stakeholders and their particular interests. For the sake of definition, stakeholders are generally comprised of a diverse group of people and, depending on the issue at hand, may include business owners, local, state, and federal elected officials, constituents, customers, competitors, colleagues and peers, or simply the general public. Consequently, any solution to resolve a conflict among opposing viewpoints must take into account the interests and concerns of all stakeholders and seek unifying and mutually-beneficial solutions. Not only is this excellent issue management, but it promotes positive public relations and turns issues into opportunities for the growth of a community.

Consider, for example, that a new manufacturing plant intends to come to an economically depressed town. The manufacturing plant almost definitely means an economic revival for a distressed community. However, the community â€“ unfamiliar with modern manufacturing processes â€“ may be concerned with the introduction of increased noise, traffic or other manufacturing issues into their community, impacting residents of the area and community stakeholders. In this case, a successful issue manager would help bridge the gap between the manufacturer and the community by providing information to the public and by helping to create viable solutions to potential challenges. The public should also be made aware of the protective safety systems the plant will employ to protect the public from routine or accidental releases. Likewise, the manufacturer should be made aware of the specific concerns within the community. Each of these two-sided issues should be addressed methodically one-by-one. In best practice, the stakeholders themselves should be given a role in reaching solutions that are mutually beneficial.

For instance, in the case of the manufacturing plant, a proposed above-ground crosswalk will increase the safety of persons who must cross a busy street to get to the facility. Yet the walkway will likely increase the cost of the project. The stakeholders here are street-crossers on one side, and facility budget managers on the other side. Both sides have legitimate concerns, and both sides are in need of forward-thinking leadership by an issue manager. Seeking mutually-beneficial solutions will foster positive engagement and meaningful dialogue between the parties on both sides of the issue.

In this case of the crosswalk, a successful issue manager will be aware that while some CEOs are tightly focused on all costs of operation and resist spending a dime more than they are not absolutely required to, the costs of litigation associated with street-crosser safety would greatly overshadow any extra costs to accommodate the concerns of residents in the host community or, in this case, street-crossers. Consider that the legal referral company eLawForum estimates that corporations spend $210 billion annually in after-tax profits on litigation. The group reached this conclusion on the basis of an eight-year study using litigation data. Thus, it is vital to manage the issue as both a short- and long-term issue. Cost cutting today could mean heavy litigation costs tomorrow, not to mention the public relations fallout. On the other hand, forward-thinking investment in a pedestrian crosswalk mitigates the dangers of street crossing while demonstrating the manufacturerâ€™s commitment to the communityâ€™s safety and well-being. In this case, successful issue management has satisfied both sides of the table while promoting strong public relations.

Unfortunately, a win for some stakeholders can mean a loss for others; rarely is an issue as simple as it may appear on the surface. In issue management the â€œwin-winâ€ scenario is attainable, but it is always the result of hard work, innovative leadership, and strategic execution. You will recognize the winning position when you arrive there â€“ it is one that leaves all stakeholders with the perception that they have received a fair resolution and with the confidence to move forward together on mutually-beneficial solutions.

About the Author:

Tom Mullikin, a senior environmental attorney with the Charlotte law firm of Moore & Van Allen, is a widely regarded speaker and author on the environmental, governmental affairs, and issues management challenges of our day.

Tom is the author of The Maxims of Politics, Sportsman Environmentalist, and Global Solutions: Demanding Total Accountability For Climate Change.

Article Source: ArticlesBase.com – Succeeding at Issue Management â€” the Art of the Winnable Position

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project management software ms project

Nov 19

Posted by gtdthings in success | No Comments

Creating a realistic schedule is a key responsibility of any project manager. This schedule must be updated regularly throughout the duration of the project to ensure that the project manager is aware of any issues or delays that might affect the product delivery date. Too many delays can lead to additional expense, customer dissatisfaction and project failure.

The Critical Path Method (CPM) is a widely-used technique developed by project managers to enable close analysis of the factors affecting the project schedule. Through Critical Path Analysis (CPA), project managers are able to make more accurate schedules and estimations.

The popular project management software, MS Project, includes various tools to facilitate creating and managing a Critical Path. This article considers how MS Project can make developing and using a Critical Path a simple, step-by-step procedure.

Creating a Critical Path using MS Project
Microsoft Project allows users to create and manage a Critical Path using the Gantt Chart capability. A Gantt Chart represents the tasks necessary to complete a project. The MS Project Gantt Chart represents task dependencies (when one task cannot be started until another is complete), task duration (including ‘slack’ – the number of days a task can run over schedule) and also summary tasks (groups of subtasks). The MS Project Gantt Chart view is automatically displayed at the start of any project.

The Critical Path describes the shortest possible sequence of tasks that are essential to successful project closure. The tasks on a project’s Critical Path will be interdependent: that is, one task is a pre-requisite for carrying the next. When the last task on the Critical Path is complete, the project can close. Any task that is not necessary for carrying out another task, or for project closure, is not part of the Critical Path.

MS Project ‘critical tasks’
A critical task in MS Project is a task which has no ‘slack’. This was earlier defined as the number of days that a task can run over schedule. In the context of the Critical Path, it means more specifically “the amount of time that a task can slip before it affects another task or the project’s finish date.” The MS Project Critical Path is therefore made up of tasks locked end-to-end in task dependency.

Display your Critical Path with MS Project
The quickest way to view your project’s Critical Path with MS Project is to open the View menu, click on More Views, select Detail Gantt, and then click Apply. This displays all the tasks necessary to complete a project. Critical tasks are displayed as red bars along a horizontal axis measured in project time. The ‘filter’ function can then be used to display critical (or, if required, non-critical) tasks only.

Shorten the Critical Path with MS Project
Sometimes the project manager needs to bring forward the finish-date of the project. This can be achieved using MS Project through the following activities:
•   Shorten the duration of individual tasks
o   schedule overtime
o   break a task down into smaller components that can be worked on simultaneously
o   assign additional resources to a task
•   Create a more flexible schedule
o   revise or remove task dependencies
o   change task constraints

More than one Critical Path
Most complex projects will have more than one sequence of essential, interdependent project tasks. The MS Project Critical Path will be the main Critical Path for the project, but you can display multiple chains of tasks within a project and even within a programme. It is also possible, using MS Project, to create a portfolio or programme Critical Path, enabling the project manager to evaluate each task against the overall business strategy.

Understanding the Critical Path Method
The Critical Path Method is an essential technique for any professional project manager. Mainstream project management software such as MS Project enables project managers to easily create and manage a Critical Path, and maximise the accuracy and benefits that Critical Path Analysis brings to a project or programme.

About the Author:

Simon Buehring is a project manager, consultant and trainer. He works for KnowledgeTrain which offers training in project management and PRINCE2 trainingin the UK and overseas. Simon has extensive experience within the IT industry in the UK and Asia. He can be contacted via the KnowledgeTrain PRINCE2 project management training website.

Article Source: ArticlesBase.com – Critical Path Software Training

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project management office

Nov 19

Posted by gtdthings in success | No Comments

The success of a Project Management Office depends strongly on its ability to meet the needs of the business it is working for. The different categories of Project Management Offices vary in the amount of control and influence they have regarding a companies projects, and as such are categorized into the following three types:

1. Assisting Project Management Environment

This leadership style offers support to employees when help is needed. Management may offer this support in the areas of project advice, information access, and useful templates or job aids. This is an effective style for organizations which allow employees to work independently while accomplishing their projects. A supportive environment allows workers to have freedom in project design. It would be a good match for offices that have effective systems to communicate and access information.

2. Controlling PMO

Wherever there is a need to have more control over procedures, documentation or even project activities, this style is frequently used. The support being offered by the organization has to be effectively utilized as this is an opportunity of a kind and cannot be taken for granted. Certain templates or forms need to be used to achieve the specified target and sometimes specific methods have to be adopted. On the other hand other requirements include adaptability to authoritative structures or use of other rules adhered by the organization.

The organization may conduct regular inspections of project offices to see if there is a problem or anything that may harm the organization itself. There are two conditions to help the procedure to take effect. First, meeting the requirements regarding PMO offerings must bear good results such as carrying out of the projects for the improvements of the organization itself. Lastly, rules and regulations must be enforceable by Project Manager as mandated by the organization.

3. Directive Project Management Office

Under this, the project is supplied with the necessary resources as well as relevant management experience to execute the project successfully. So, implementation as well as control are taken care of. At the outset, the project is handed over to seasoned project managers who are used to a directive organizational format. The managers report directly to the organization and there is uniformity in the treatment of all the projects that the organization has going. Big companies using supportive networks in most areas benefit the most from this. There would be a problem, however, if the underlying culture of the organization clashes with this style.

The most beneficial one will be determined by the organization’s culture and structure, as well as company history of previous successes and failures in connection with each style. However, the overall objectives connected with a Project Management Office include:

1. Development of consistent methodologies

2. Use of standard terminologies throughout the organization

3. Implementation of effective and replicable project management methods

4. Use of common support tools

5. Aim to increase the success rate for all projects within the organization.

Understanding these objectives will assist both you and your business to a better achievement.

About the Author:

Daiv Russell is a management and marketing consultant with Envision Consulting in Tampa, Florida. Consult these resources to learn more about Gantt Charting, Pert Charts, and Project Management Software.

Article Source: ArticlesBase.com – Find the Project Management Office That Suits your Needs

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Tags: "project, management", projectmanagement, tools, web2.0

software testing project management

Nov 19

Posted by gtdthings in success | No Comments

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User Stories Applied: For Agile Software Development
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The concept of user stories has its roots as one of the main tenets of Extreme Programming. In simple terms, user stories represent an effective means of gathering requirements from the customer (roughly akin to use cases). This book describes user stories and demonstrates how they can be used to properly plan, manage, and test software development projects. The book highlights both successful and...

Agile Estimating and Planning
$30.00
Praise for Agile Estimating and Planning "Traditional, deterministic approaches to planning and estimating simply don't cut it on the slippery slopes of today's dynamic, change-driven projects. Mike Cohn's breakthrough book gives us not only the philosophy, but also the guidelines and a proven set of tools that we need to succeed in planning, estimating, and scheduling projects with a high uncerta...

The Agile Samurai: How Agile Masters Deliver Great Software (Pragmatic Programmers)
$19.92
Get ready to kick some software project butt. By learning the ways of the agile samurai you will discover: how to create plans and schedules your customer and your team can believe in what characteristics make a good agile team and how to form your own how to gather requirements in a fraction of the time using agile user stories what to do when you discover your schedule is wrong, and how to look ...

Adobe CS5.5 Web Premium Student and Teacher Edition
$1,799.00
Adobe Creative Suite 5.5 Web Premium Create and deliver standards-based websites and immersive digital experiences across desktops, smartphones, tablets, and televisions. Design and develop content for multiple platforms including Android, iOS, and Adobe AIR. In the Media Queries dialog box, you can attach or create CSS files for different screen sizes. View larger. New templates, inc...

Visual Studio 2010 Premium with MSDN Renewal
$1,349.00
Microsoft Visual Studio 2010 Premium with MSDN Subscription provides an integrated environment that simplifies application development with advanced tools ready to tackle the most difficult problems. Whether writing code, building databases, testing or debugging, you can increase individual and team productivity using powerful tools that work the way you work. Unleash your creativity with innovati...

Tags: "software, development", management", projectmanagement, tools

management project software

Nov 17

Posted by gtdthings in success | No Comments

What to write about in project management software report?

iHave a Business Report to write about Project Management Software. What are some good sites to get research, BESIDES wikipedia or answers.com, etc/

you may access sourceforge.net

Microsoft Project Standard 2010
$434.95
MICROSOFT PROJECT 2010 32-BIT/X64 ENGLISH US DVDPROJECT 2010 32-BIT/X64 ENGLISH US DVD Manufacturer : MICROSOFT UPC : 885370147094...

QuickBooks 2012 The Official Guide (Quick Guides)
$16.73
The only official guide to the #1 bestselling financial software Packed with insider tips and expert advice, QuickBooks 2012: The Official Guide shows you how to set up a comprehensive, well-organized small business financial management system with ease! Find out the most effective methods for accomplishing essential business tasks and customizing QuickBooks for your needs. Fully end...

Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers
$13.99
Play a Game from Gamestorming We're hardwired to play games. We play them for fun. We play them in our social interactions. We play them at work. That last one is tricky. "Games" and "work" don't seem like a natural pairing. Their coupling in the workplace either implies goofing off (the fun variant) or office politics (the not-so-fun type). The authors of Gamestorming, have a...

Tags: "project, "software, management", opensource, projectmanagement

cross platform project management software

Nov 16

Posted by gtdthings in success | No Comments

Bob Allard is the Co-Founder and President of Extension Engine, a company that provides technology and business solutions within the mobile and web offshore software development arena. Extension Engine is made up of a group of experienced software developers and engineers; in the last ten years, Bob Allard has grown the company from a small consultancy firm into what is now a full-service product development and operational sales force.

This offshore software development company has a development center in Split, Croatia, with sales and operations locations in Boston and Philadelphia. Bob Allard’s inspiration in establishing Extension Engine grew from his extensive experience in technology as well as business. With his knowledge of these subjects, Bob Allard grasped how much technological solutions could help improve business productivity and profit when web based technology was still a niche field. For this reason, Extension Engine has mastered the execution and development of both their products and services rendered to clients; it remains ahead of the technological curve since its inception in 1997.

Specifically, Bob Allard has more than fifteen years experience in fields such as software development, product marketing and strategic business development, sales, and technology; in his product marketing and business development projects he has worked in high performance computing, database development, wide-area networking, and mobile applications. Perhaps his inclination towards using his own knowledge to help problem-solve and assist others is derived from his first job when he worked as an outreach caseworker in Baltimore, mentoring teenagers and helping families.

Clearly, this Co-Founder and President has a talent that is often rare but extremely valuable in the field of business and technology; he has great communication skills and works well with others to create innovative solutions through offshore software development methods. Bob Allard is an entrepreneur, and through Extension Engine has wed effective technology with successful business practices.

Extension Engine specializes in the type of web and mobile application development that are requisites of every well-run corporation today, including project management, platform and application development, and desktop, database, and internet-based software. Bob Allard is a graduate of Holy Cross and Harvard’s Program on Negotiation. He now lives in North Andover, MA with his two sons and wife, Dee.

About the Author:

Article Source: ArticlesBase.com – Bob Allard: President of Extension Engine an Offshore Web & Mobile Software Development Firm

Filemaker Pro 11
$261.99
DBMS - Government, Corporate Retail - PC, Mac, Intel-based Mac - English...

Movie Outline 3
$140.00
Movie Outline is powerful screenwriting software to develop your story into a professional screenplay. It was designed and developed by a produced screenwriter to take the complexity out of the scriptwriting process, allowing you to focus on your story, structure and characters -- leaving Movie Outline to take care of the formatting. Its intuitive design is based on the principle of step-outlini...

New - Adobe Font Folio v.11.1 - Complete Product - 5 User - 47060228
$3,812.16
General Information Manufacturer/Supplier: Adobe Systems, Inc Manufacturer Part Number: 47060228 Brand Name: Adobe Product Name: Font Folio v.11.1 Marketing Information: Adobe Font Folio 11.1 software is a collection of more than 2,400 fonts from the Adobe Type Library in OpenType format, which provides enhanced linguistic support, advanced typographic features, and true cross-platform compatibili...

Tags: "project, "software, opensource, projectmanagement, tools

project management

Nov 16

Posted by gtdthings in success | No Comments

Nobody stays in one career all their life nowadays. Some go from teaching into law. Nurses enter the police force. Actors become politicians.

Project Management offers the greatest opportunity for a career change. Demanding and rewarding in equal measure, it draws on transferable skills rather than industry specialisation.

Do you have the skills to be a Project Manager? How can you prove these skills to your new employer? What do you have to do to make your career transition as smooth as possible?

Are you already a Project Manager?

You don’t need the words ‘Project Manager’ on your contract in order to have project management responsabilities.

The basic role of a project manager is to organise staff and resources to achieve a long-term goal.

Have you ever organised a fundraising marathon or the introduction of fair-trade coffee into your department? Were you responsible for setting up the Secret Santa or the office trip to Brighton?

If so, then you have worked as a Project Manager. The more experience you can demonstrate, the greater your chances of securing a high-level Project Management position.

Key skills required by Project Managers

• Communication

You must be able to present your Business Case, write progress reports and maintain clear communication with project staff and stakeholders at every level. If the Project Manager fails to communicate, then everybody will have different expectations and understanding of the project’s goals and status.

• Organisation

Are you obsessively self-organised? Do you write lists for everything, even lists of your lists? Do you schedule your Saturday mornings so that not a minute is wasted?

If so, Project Management and you could be a perfect match. Only with solid organisational skills can a Project Manager keep a tight rein on project planning and progress.

• Analytical Thinking

Things will go wrong on your project. As the Project Manager, it is up to you to sort them out. Can you come up with the solution that nobody else could quite reach? Are you up for the challenge of dealing with every obstacle and risk before it arises, without even a blip in your project progress report?

What opportunities are there for you?

Moving into a Project Management role could mean leaving your current industry and developing your project management skills as an independent specialisation. To succeed in this, you need to have demonstrable project management experience and abilities.

Alternatively, you might be seeking a project management role within your current industry. Advanced specialist knowledge of your subject off-sets a lack of project management experience, although awareness of formal project management methods is essential for getting that first job offer.

What should you do?

A Project Management qualification is essential. PRINCE2TM is currently the most popular project management method used by organisations in Europe, and is government standard in the UK.

The Foundation level qualification demonstrates awareness of the PRINCE2 project management method, and it is vital for anybody wishing to work on a project team.

Becoming a certified Registered Practitioner is an excellent move for anybody seeking a Project Manager position. The qualification demonstrates analytical skills and Project Management capabilities.

You might also consider getting some work experience, either with a voluntary organisation or through a secondment opportunity within your current organisation.

Remember: the more experience, qualification and dedication that you show, the more valuable you will on a Project Manangement team.

PRINCE2™ is a Trade Mark of the Office of Government Commerce. “PMI” is a service and trademark of the Project Management Institute, Inc. which is registered in the United States and other nations.

About the Author:

Article Source: ArticlesBase.com – All Change: Getting Into Project Management

PMP Exam Prep ITTO Science Mouse Pad: All Processes, Process Groups & Knowledge Areas + MP3
$14.99
Browse your favorite PMP prep pages as you study for your PMP Exam or CAPM Exam with this colorful ITTO Study Mouse Pad. The Mouse Pad is designed with all 42 processes and the pmisticated professor. A great addition to your ITTO SCIENCE study arsenal to internalize all PMBOK Guide process names! Also get a 30 minute Study Tips MP3 Download sent on receipt of order....

PMP Exam Prep ITTO Science Mug: All Processes, Process Groups & Knowledge Areas + Video
$29.99
Drink your favorite beverage as you study for your PMP Exam or CAPM Exam with this colorful ITTO Study Mug. The mug is designed with all 5 process groups, 9 knowledge areas and 42 processes and the pmisticated professor. A great addition to your ITTO SCIENCE study arsenal to internalize all PMBOK Guide process, process group and knowledge area names! Also get a 40 minute video MP4 Download sent o...

Fred Pryor Seminars: Project Management (3 VHS Video Tape Set}
$22.02
COMPLETE ALL OF YOUR PROJECTS ON TIME, ON BUDGET, AND ON TARGET. MASTER THE ART OF PROJECT PLANNING, AND ORGANIZE YOUR PROJECT FROM START TO FINISH - WITHOUT OMISSIONS, MISTAKES, OR MISCALCULATIONS. THIS THREE-PART VIDEO SERIES, PROJECT MANAGEMENT, WILL TEACH YOU THE NECESSARY SKILLS TO DO ALL OF THIS AND MORE. YOU'LL LEARN THE MOST UP-TO-DATE, HANDS-ON TECHNIQUES FOR EXCEPTIONAL PROJECT MANAGEM...

Project Management, Volume Two (Tracking, Control and Follow-Up)

...

Project Management (4 VHS Tapes and 1 Workbook)
$199.95
...

Command 17379 Cord Organizer Pack
$9.06
Keep cords tangle-free with the Command Cord Organizer Pack, a damage-free solution for organizing your home or office. This set of cord clips, powerful adhesive strips, and a cord bundler will help you create a tidy and safe entertainment center or computer workstation. Thanks to the innovative Command Adhesive strips, you can mount and remount these clips without damaging your walls--no nails, t...

3M Command 17301 Medium Cord Clips
$0.89
Keep your cords tidy with the Command Cord Clips, a damage-free solution for organizing your home or office. These bundlers will keep the cords around your entertainment center, desk, or workshop safely out of the way. Thanks to the innovative Command Adhesive strips, you can mount and remount the bundlers without damaging your walls--no nails, tacks, or tape required.Cord Clips (Medium)Damage-fre...

Tags: "project, "software, management", opensource, projectmanagement

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