Belinda White – Page 6

Review of PMI’s Practice Standard for Work Breakdown Structures

PMBoK / August 2, 2019 / Belinda White

Clear project scope is the foundation of project success. Without it, schedules slip, budgets balloon, and stakeholders misalign. To address this critical need, the Project Management Institute (PMI) published the Practice Standard for Work Breakdown Structures (WBS)—a guide designed to help project teams decompose complex work into manageable components. The latest version (Third Edition) was released in 2019, building on […]

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Project Management Office

PMO / June 17, 2019 / Belinda White

The abbreviation PMO—short for Project Management Office—has become increasingly common in both professional and mainstream publications. It appears in various forms such as Project Support Office, Program Management Office, and Strategic Project Office. Regardless of the specific variant, the core concept remains: the project office. This article offers a structured overview of what a Project Management Office is,

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Methodology for Calculating Project Priority (MS Word, PDF)

Templates / April 25, 2019 / Belinda White

1. Purpose and Scope This corporate standard defines the methodology used to evaluate and prioritize proposed or active projects within the organization. It ensures consistent, transparent, and objective decision-making during project selection, portfolio alignment, and resource allocation. This methodology applies to all strategic, operational, and IT projects submitted for approval by any department or business

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Project Integration Management

Integration / April 3, 2019 / Belinda White

Project Integration Management includes the processes and activities necessary to identify, define, combine, unify, and coordinate various project management processes and activities within the project management process groups. In the context of project management, integration refers to characteristics such as unification, consolidation, articulation, and integrative actions — all of which are essential for completing the project,

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Case Study: How Orion Logistics Transformed Its PMO with CPMS

CPMS / October 10, 2018 / Belinda White

When Orion Logistics—a global supply chain services firm—found itself managing over 150 concurrent projects across five continents, it became clear their legacy project tools were no longer up to the task. Fragmented reporting, resource conflicts, and poor cross-team visibility were stalling strategic initiatives. Leadership knew it was time for change. In less than 12 months,

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Using Brainstorm for Project Ideation

CPMS / June 17, 2018 / Belinda White

How to Spark Insight, Collaboration, and Strategic Alignment at the Earliest Project Stage In the lifecycle of any successful project, there’s a critical, often overlooked moment—the very beginning, when ideas are raw, undefined, and full of potential. Before budgets, Gantt charts, or KPIs come into play, there’s ideation. And that’s where brainstorming can transform ambiguity

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Why the Project Management Office Fails

PMO / June 1, 2018 / Belinda White

The Project Management Office (PMO) has become a buzzword in many industries—especially in IT, construction, and consulting. More and more companies are establishing PMOs in hopes of improving project delivery and efficiency. I’ve personally experienced several PMO implementations—both as an internal team member and as an external consultant. This article reflects on the hard-earned lessons and common

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Project Management Office: A Good Idea, Used with Caution

PMO / November 24, 2017 / Belinda White

A centralized Project Management Office (PMO) is a great idea—when approached with care. Like all powerful concepts, it must be implemented wisely. One fundamental principle should always be kept in mind: never sacrifice the autonomy and independence of project managers and their teams for the sake of the PMO. Even today, the PMO remains a hot topic

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PMI Agile Practice Guide: A Practical Review

PMBoK / September 5, 2017 / Belinda White

The PMI Agile Practice Guide, published jointly by the Project Management Institute (PMI) and the Agile Alliancein 2017, serves as a bridge between traditional project management and modern agile practices. Released alongside the PMBOK® Guide – Sixth Edition, the Agile Practice Guide aimed to help project managers, teams, and organizations adopt and integrate agile methods within their existing frameworks. This

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Review of PMI’s The Standard for Program Management (Fourth Edition)

PMBoK / September 4, 2017 / Belinda White

As project complexity increases and organizations pursue strategic transformation, the need for structured program management has never been greater. The PMI Standard for Program Management (Fourth Edition) answers this call by providing a comprehensive framework for managing programs—groups of related projects managed in a coordinated manner to achieve benefits not attainable if managed separately. This review explores

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