Big organizations often take on big epm deployments. It’s an easy mistake to make. Just because an organization is large, doesn’t mean that the deployment of an enterprise project management system needs to scale up to match it. Too many organizations think too big when they get started on an epm deployment and bite off more than they can chew.

Communications is at the heart of what makes a project manager effective and much has been written on the subject. The tools available to the modern project manager however provide a wealth of options on how to be effective at creating a project communications plan.

Too many project managers bite off more than they can chew when creating their plan for an Enterprise Project Management deployment. Going for little victories is always lower risk and a higher probability of ultimately reaching the business goals that the system should be supporting.

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?

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.