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John Reiling's Articles

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  • Where's the Fit? ITIL and Project Management
    It is always good for professionals to combine the right sets of expertise. For someone involved with IT infrastructure projects, ITIL is a great complementary certification. What I find is that often the specialty knowledge drives the PRODUCT of efforts, but the project management skills drives the PROJECT that produces the PRODUCT. On solid technical teams, that second mindset is often missing.
  • Documenting Your Project Management Experience for the PMP Application
    One of the challenges in becoming a PMP is successfully filling out the application! The most time consuming part is documenting have the minimum experience required at professional project management experience leading and directing project tasks: -3 years/36 months/4,500 hours with bachelor's degree -5 years/60 months/7,500 hours without bachelor's degree The challenge is digging up and organizing the information for the PMI.
  • Make a Plan to Pass the PMP Exam!
    Passing the PMP exam is challenging, but several hundred thousand people have done it! What is the secret? One of the keys is to put into practice the discipline, practices, tools, and frameworks that are the subject of the exam by building a plan, and sticking to it! This article discusses some keys for building an effective project plan to pass the PMP exam.
  • Satisfying 35 Contact Hours of Project Management Training for the PMP
    Project Managers who aspire to take the PMP exam need to have 35 hours of documented training in the area of project management. However, many believe they must take specialized and expensive courses, and some are not aware that some of the training and education they already have may qualify. Others think they need to acquire a single 35 hour certificate. Here is a survey of the ways PMP aspirants can satisfy that requirement.
  • Project and Program Portfolio Management and Six Sigma Projects
    Six Sigma projects are derived from organizational strategy, in the same way that organizational strategy drives the selection of all projects and programs in an organization's Portfolio. So, how do the business drivers that are at work result in some projects being Six Sigma projects, and others not?
  • Which Way to Go: PMP or MBA?
    I have seen many posts out in the forums and blogs wondering whether it is better to go for a PMP or MBA. I think there is great value in both, but I think they serve 2 different purposes. Having earned both a PMP and an MBA, I have some definite thoughts on this, but of course in the end it is a personal decision.
  • Projectization and Project Management Training for Non-Project Managers
    Professional Project Management is becoming more pervasive. Like "electrification", when electricity was becoming pervasive, "projectization" is becoming pervasive throughout the workforce and organizations. Most people will not be professional project managers, but rather will be team members, support personnel, subject matter experts, department managers, and C-level executives.
  • Business Analysis Intersects With Project Management
    Business Analyst skills are important to have on the project team, and not a bad thing for a Project Manager to have! In either case, the business analysis function is one that needs to be managed with care and the wisdom of experience. This entails putting the business analysis function into perspective.
  • Distinguishing Portfolio Management, Program Management, and Project Management
    There is often a misunderstanding, and hence a mixed and overlapping use of terms, when it comes to program management. Sometimes a program is called a project. Sometimes a project is called a program. In addition, sometimes project portfolio and program are mistakenly used interchangeably. This article is intended to clarify the main differences and to distinguish the unique aspects of project portfolios, programs, and projects.
  • Reduce Project Risk with Effective Requirements Definition and Requirements Management
    Gathering and managing requirements are important challenges in project management. Most projects succeed or fail based upon the quality of the project requirements. The Project Manager needs to assess and understand the uniqueness of the requirements gathering process for his/her individual project.
  • Drive Project Success with a Product Focus and Project Integration Management
    Project Management involves discipline in making sure that "all the i's are dotted and t's are crossed'. A product focus - or focus on the WHAT - helps drive priorities, and Project Integration Management helps drive the HOW. This article explores the keys to driving the required results, and also how to effectively manage the project management process using the Project Integration Management framework.
  • How to Projectize People and Adopt a Project Culture
    Many organizations are "projectizing" and developing a strong and effective project management infrastructure. Changing the culture to be aligned to formal project management involves aligning people, one by one, by empowering them with formalized project management knowledge. To accomplish this, organizations can do well to develop a granular approach to empowering their people through this projectization process.
  • Use Organization Strategy to Drive Project Portfolio Management
    Business or organizational strategy is intended to drive all decisions within an organization. It provides a direction, a rallying point, and a litmus test for decisions at all levels. The best organizations make sure their initiatives are in alignment with their strategic plan, so becoming familiar with the strategic plan is invaluable to project, program, and project portfolio managers.
  • PMP Mentors: Indispensible Help for PMP Certification Prep
    There are many methods for preparing for the Project Manage Professional (PMP) Exam. In all cases, it is very helpful for candidates to have a PMP Mentor, or someone who is PMP certified and can assist on a moment's notice with nagging problems. A mentor can provide a higher level of comfort and assurance that a candidate is on the right path to passing the PMP certification exam.
  • 8 Top Places for Project Managers to Network
    As professionals, project managers know it is important to network. It helps to keep up with the profession, to be aware of developments and new opportunities, and to find chances for career growth. It can also be very helpful to solve project management problems that other colleagues have already encountered. In this era of social networking, here are some top project management networks.
  • Project Portfolio Management: Close the Loop!
    Project Portfolio Management lies between strategy formulation and implementation of the actual projects. The challenge in implementing projects and measuring results is that there can be disconnects at the transitions among these phases, and the most important thing is to develop a project portfolio management feedback loop.
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