Belinda White

Belinda White is a certified PMI professional with over 20 years of experience managing complex projects across healthcare, government, and IT sectors. She is recognized for her strategic leadership, expertise in digital transformation, and deep knowledge of project governance and PMIS tools. As the Editor of forpm.net, Belinda curates expert content for project management professionals worldwide, sharing practical insights, industry trends, and implementation best practices. In addition to her editorial work, she mentors aspiring PMs and regularly speaks at professional conferences and webinars.

Primavera vs Microsoft Project

Primavera vs Microsoft Project

PMIS / /

When selecting a Project Management Information System (PMIS), two names often dominate the shortlist: Oracle Primavera and Microsoft Project. Both are established industry standards, yet they serve different types of organizations and project environments. This article offers a detailed comparison across functionality, usability, cost, integration, and organizational impact. 1. Target Audience and Use Case Primavera (Oracle) Microsoft Project 2. Core […]

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How CPMS Enables Agile, Hybrid, and Waterfall: Can One System Support Them All?

How CPMS Enables Agile, Hybrid, and Waterfall: Can One System Support Them All?

CPMS / /

Today’s project environments are rarely one-size-fits-all. Agile teams iterate quickly, productively embracing change. Waterfall teams deliver to precise scope, often in regulated or high-stakes environments. Many organizations do both—sometimes in the same department. Enter the Corporate Project Management System (CPMS): a system designed not just to support project execution but to enable enterprise-wide delivery across multiple methodologies.

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Defining a Company's Strategic Goals

Defining a Company’s Strategic Goals

Strategy / /

Many organizations set strategic goals for the upcoming year. Given the market’s instability, revisiting the strategy annually is both useful and critical for the company’s well-being. To clearly define these goals for the year, companies hold strategic sessions with department leaders: in small businesses, this might include all employees, while in large firms, only top managers may participate.

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How CPMS Supports Strategic Portfolio Management

How CPMS Supports Strategic Portfolio Management

CPMS / /

In the modern enterprise, the difference between success and stagnation often hinges not on how well individual projects are executed, but on whether the right projects are being executed at all. Strategic Portfolio Management (SPM) addresses this challenge by aligning project investments with corporate strategy. But turning strategic intent into executable plans—and managing them across a

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Review of PMI’s The Standard for Program Management – Fifth Edition

Review of PMI’s The Standard for Program Management – Fifth Edition

PMBoK / /

In a world where strategic transformation increasingly depends on complex, multi-project initiatives, the ability to manage interconnected efforts through program management has become essential. The Project Management Institute (PMI) responds to this need with The Standard for Program Management – Fifth Edition, offering a practical, principle-driven guide for delivering business value through coordinated project outcomes. Released as PMI’s

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7 Conversations Every PM Must Have with Their Sponsor—Before the First Dollar Is Spent

7 Conversations Every PM Must Have with Their Sponsor—Before the First Dollar Is Spent

Stakeholders / /

Before timelines tighten and invoices land, a project manager must pause. Not to gather requirements or build the WBS—but to talk. With their sponsor. Too many projects begin with vague alignment, soft assumptions, and a shared enthusiasm that fizzles under pressure. The remedy? Honest, strategic conversations before the first dollar is committed. Here are seven

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Types of Strategies

Types of Strategies

Strategy / /

The key component of any management process is the strategy. Within this context, strategy is viewed as a long-term, well-developed direction for the company’s development. Specifically, it pertains to the scope, forms, and means of activity; the internal relationship system among stakeholders; and the company’s position in its environment. To clarify, it’s important to distinguish between goals and strategy:

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Stages of Strategic Planning

Stages of Strategic Planning

Strategy / /

The starting point of strategic planning lies in defining the mission of the enterprise—an expression of its philosophy and reason for existence. The mission is a conceptual intention to move in a certain direction. It usually details the company’s status, core principles of operation, genuine intentions of leadership, and the most critical characteristics of the enterprise. The mission is

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Establishing a Project Management Office

Establishing a Project Management Office

PMO / /

Establishing a Project Management Office (PMO) is a critical step in developing a project-oriented management system within an organization. The PMO serves as a dedicated unit responsible for the methodological and organizational support of project management practices. Its core responsibilities include managing the project portfolio, implementing and maintaining project planning and monitoring systems, and consolidating

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Overview of PMBOK 7

Overview of PMBOK 7

PMBoK / /

The PMBOK® Guide – Seventh Edition, published by the Project Management Institute (PMI) in 2021, marks a significant paradigm shift in how project management is framed. Instead of focusing heavily on processes, tools, and inputs/outputs like in the Sixth Edition and earlier, PMBOK 7 embraces principles, performance domains, and value delivery. PMI responded to the rapid changes in the project environment—driven

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