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Project Management Blog

When we started out ten years ago, we had a simple product, no real competitors and product installation was so easy that project management for customer rollouts didn’t seem very useful to us.  Over time, as the flexibility of our products increased, we added a professional services capability to our company that was, in its earliest stages, somewhat haphazard and delivered inconsistent results to our customers.  This led to customer satisfaction issues that were a real impediment to our success as an organization.  Since delivering demonstrable customer value is the only moral way to achieve business success in our industry, we knew we had to fix this problem quickly.

Published in Blogs
Monday, 05 February 2007 17:14

Tips for taking the PMP exam

  1. Join PMI. It's about $150 between the national and local chapters. Then you get a $100 discount on the exam which is normally $550, I think.
  2. Get 35 PDUs, or be sure you complete the PDUs before you take the exam.
  3. Fill out the online app. It will break down all of your PM experience into about 50 different areas. Have your referenes updated contact info. PMI does a random audit of applicants, so fill out the info as best you can.
  4. PMI responds that your application has been accepted in about a week.
  5. Only then can you schedule an exam date.
  6. Pass the exam.
  7. Status is good for 3 years. To main status, you need to earn 60 PDU's over the 3 years. Then pay again to renew status. You don't need to take the test again.
Published in Blogs
Thursday, 25 January 2007 21:30

PM Types of Authority


According to PMI®, the project manager can exert the following types of power:

The Powers of the Project Manager
Power Definition
Expert The project manager is an expert with the goal the project focuses on.
Reward The project manager can reward the project team members.
Coercive The project manager can punish the project team members.
Formal The project manager is formally assigned to the role of the project manager.
Referent The project team knows the project manager. The project manager refers to the person that assigned them to the role of project manager.


  • Expert Power - Expert power can only be exercised by individuals who are held in particular esteem because of their special knowledge or skill. The project manager’s ability to use this power derives from reputation, knowledge, and experience.
  • Reward Power - Reward power involves positive reinforcement and the ability to award people something of value in exchange for their cooperation. The project manager’s ability to use this power derives from his or her position in the organizational hierarchy and degree of control over the project.
  • Coercive Power - Coercive power is predicated on fear (for example, subordinate fears being deprived of something for failing to do what the supervisor asks). The ability to use this power derives from the project manager’s control over the project and project personnel.
  • Formal Power - Legitimate power is derived from the person’s formal position within the organization. The project manager’s ability to use this power derives from his or her position in the organizational hierarchy and his or her degree of control over the project, as modified by the organizational climate. Use of this power should be in conjunction with expert and reward power whenever possible.
  • Referent Power - Referent power is based on citing the authority of a more powerful person (for example, one’s supervisor) as the basis for one’s own authority. The project manager’s ability to use this power derives from his or her position in the organizational hierarchy.



Published in Blogs
Thursday, 25 January 2007 16:51

Constraints & Assumptions

Constraints are factors that may limit the project management team’s options, whereas assumptions are factors that for planning purposes may be considered to be true, real, or certain. Understand the differences between constraints and assumptions, and be able to recognize examples of both. 

Published in Blogs

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