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By Roger H. Davies and Adam J. Davies
Change programs in both private and public sectors have a poor record of delivering their intended value. This title shows that the true problem lies in failing to understand the causal links between the intended stakeholder outcomes and the actual program outputs. It reveals the questions you must ask — and answers you must give — to clarify the direction and delivery of your program, and achieve greater economic value.
Purchase this item in the Marketplace, where PMI members get discounted prices.
By Marian Haus, PMP
Brainstorming is one of the most constructive and fruitful techniques to collect project requirements. And it can be similarly effective and efficient when applied to solving challenges in a project.
In a brainstorming session, the project manager can take on the planner role, as well as the facilitator role. Here are some guidelines you might consider for both roles…
Read the full blog post and comment in Voices on Project Management.
By Lavagnon A. Ika
This article discusses international development (ID) projects and their problems in Africa, suggesting that they may fall into one or more of four main traps. It then proposes an agenda for action to help ID move away from the prevailing one-size-fits-all project management approach; to refocus project management for ID on managing objectives for long-term development results; to increase aid agencies' supervision efforts notably in failing countries; and to tailor project management to African cultures.
Read the full article from Project Management Journal®. [PDF | 198 KB]
Global technology solutions provider Indra successfully developed an electronic voting system for local elections in Oslo, Norway, with nearly 500,000 ballot papers from 111 polling stations. Thanks to a project management methodology based on PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide), the high-profile project was completed on time and within the €2.1 million budget. [PDF | 1.2 MB]
