When we first start managing projects, we inevitably make many mistakes. While these early missteps can be discouraging, they also provide invaluable practical experience and a powerful catalyst for professional growth. However, new project managers don’t need to repeat the same mistakes that thousands of others have already made. This article highlights the most common […]
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In project management, unclear, incomplete, or misunderstood requirements are among the top reasons why projects fail. From missed expectations to scope creep, poor requirements management can unravel even the most well-resourced initiatives. To tackle this critical issue, the Project Management Institute (PMI) introduced the Practice Standard for Requirements Management, a practical, process-driven guide for defining, documenting, and managing requirements throughout
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As organizations strive to become more adaptive, efficient, and strategically aligned, project execution alone is no longer enough. True competitive advantage lies in the ability to consistently translate strategy into results across the enterprise. PMI’s Implementing Organizational Project Management: A Practice Guide, released in 2014, responds to this challenge by offering a structured, practical approach to embedding
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Many large-scale IT projects end up taking longer and costing more than expected, and often fail to deliver the intended results. In today’s world, where business success increasingly depends on information technology, business managers must rethink their role in IT project governance. Executives are often familiar with the fact that large IT projects—such as ERP
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A well-written project description is one of the most important foundational documents in any project. It formally announces the launch of the project, identifies the project manager, and often includes the project’s internal financial account. It also outlines the business justification for the project — in essence, answering the question: why are we doing this?
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This article summarizes findings from a research study conducted by scholars at the University of California, Berkeley, with the support and sponsorship of the PMI Educational Foundation and the Northern California Chapter of PMI. Abstract The primary goal of the research was to assess the financial and organizational impact of project management practices on organizations.
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In a landscape of constant disruption—technological, regulatory, economic—change is no longer an exception; it’s a permanent condition. Yet many projects still fail not because of technical flaws, but due to poor adaptation and stakeholder resistance. PMI’s Managing Change in Organizations: A Practice Guide, published in 2013, directly addresses this gap by equipping project professionals to lead and
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Published in 2005, PMI’s The Standard for Earned Value Management – First Edition was a major milestone in formalizing Earned Value Management (EVM) as a globally recognized performance management tool. Designed to standardize EVM across industries and disciplines, this edition provided a clear, structured, and process-oriented approach for integrating scope, schedule, and cost management. Though later refined in the Second
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Project initiation is the first and one of the most critical phases in the project management lifecycle. It sets the foundation for all subsequent activities, ensuring the project aligns with business goals and is feasible given available resources. A well-executed initiation phase significantly increases the likelihood of project success. 1. Define the Project’s Purpose and
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In projects involving complex deliverables—whether software, construction, defense systems, or regulated products—controlling change is not a luxury, it’s a necessity. As teams iterate designs, adjust requirements, or resolve issues, there must be a structured process for identifying, tracking, and verifying what has changed, when, why, and by whom. To support this critical function, the Project Management
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