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chris.vandersluis

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In today’s world of instant gratification it is hard for some to understand the level of investment that must be made in order to reap the benefits available from an enterprise project management system. Some would prefer to follow the path of least resistance even if that means those benefits are not available.

So many project managers do the original schedule of the project, the planning and then start the project and run by the seat of their pants from then on. I can tell you how many projects I’ve seen with the schedule never updated. Project management isn’t just the planning.

The Dakota Indians have a saying – “If the horse dies, dismount” which you figure would be obvious. Why then do so many project managers keep trying to save a project that should have been made into glue ages ago?

Generally Accepted Accounting Principles or GAAP are now a part of all big project management environments. These standards are what makes for things like Sarbanes Oxley and other compliance challenges. What do project managers have to know about GAAP and where they come from?

You’ve heard the expression “From little acorns big trees grow.”  The same can be said for projects.  There’s something compelling about the big project, the huge project, the significant project. There must be because almost everywhere I go, people take little projects and try to make them bigger. It might start innocently enough, the project team brainstorms in the early planning stages and a mind-mapping exercise takes the little project and gives it branches from…

What kind of PMO would you design if it could be any kind at all. What? You’re surprised that there’s more than one PMO? There are many. Here are a few of the most common examples.