Archives for posts with tag: Project Management

I really appreciated the book “The PMP® Exam, How to Pass on Your First Try” by Andy Crowe, PMP. There are several elements to it that I believe go a long way in helping one understand the global standard for project management (which is the PMBOK® Guide by Project Management Institute). Read the rest of this entry »


Recently, I worked through “Rita Mulcahy’s PMP® Exam Prep (Eighth Edition)” book by Rita Mulcahy, PMP, et al. I used it for two purposes – to prepare for the certification exam and to improve in my practice of project management. I found it helpful on both counts. Read the rest of this entry »

This is my fourth and final post in this series as I’ve worked to understand and apply a talk I heard on this topic.

Project management involves a lot of people management in order to be done well. Therefore, emotional intelligence is important for the project manager to work effectively with people on a project. In the talk, Gary introduced several elements – self-awareness, self-management, social awareness, and relationship management – that are necessary for effective team leadership.

Self-awareness and self-management were previously covered. Social awareness and relationship management will be covered in this post. Read the rest of this entry »

Loved, loved, loved “Agile Project Management with Scrum” by Ken Schwaber.


I learned about this book digging through PMI’s (Project Management Institute) website. At the time of my purchase, I didn’t know that Ken Schwaber is one of the fathers of scrum methodology. His authority on and command of the topic are apparent in reading the book. Scrum is a project management methodology that is helpful in complex, development-oriented projects, such as software product development. Read the rest of this entry »

In my prior post (link to it here), I described my interpretation of Gary Rechtfertig’s E.I. (Emotional Intelligence) framework, though I missed that portion of his talk. In this post, I begin drilling into this framework to figure out if/how I can apply it to my practice of project management.

The first “room” in this framework is “Self-Awareness.” A key element of self-awareness is to be honest about yourself. This involves being honest about a) my own emotions and b) the strengths and weaknesses in my skill set. Read the rest of this entry »

Recently, I heard a gentleman, Gary Rechtfertig from Doulos PM Training, speak on emotional intelligence to a group of project managers. Unfortunately, I missed the first few minutes of his talk, but I found the part I heard useful.

I’ve been pondering on his presentation deck for two reasons: 1) to understand the whole of his talk since I missed his setup of it, and 2) to identify what specific actions I can take to grow as a project manager. This post will focus on trying to understand the basis on which he built his talk, which also happens to be the part I missed.

First, Gary defines emotional intelligence (E.I.) using two quotes. Read the rest of this entry »

As I’ve been pondering the theme of “team culture“, I’ve been considering how I would be more intentional with virtual teams (or team members) next time I run such a project.

It can be an interesting challenge creating a cohesive team when all team members are located in the same building much less the same city or state or country. How can team members feel a sense of loyalty to the “team” if they don’t know one another? Why would one person give up his convenience to help someone out who is simply a name on the plan or a voice coming through the speaker? Read the rest of this entry »

Recently, I came upon the concept of “team culture” as I was reading about the human resource aspect of project management. I hadn’t really thought about the “culture” of teams I’ve led – at least, not in those terms.

I often think about my interactions with people and how people interact with me. I also like to observe how people interact with one another. But I have not necessarily thought about how my interactions and actions establish a “culture” (i.e. customs and beliefs) within the team.

Reading about this concept made me realize how much more intentional I need to be, as the project manager, in setting the proper tone for the team. Read the rest of this entry »

We are on the last step of the 5-step process being defined to handle risks regarding your project.

With the risks identified and ranked, you and your team are ready to talk about how to mitigate these risks. Again, since generally teams are not staffed to handle every risk identified, the prioritization helps focus resources on the top-most risks. The rest go on a watch list that needs to be monitored in case things change. Read the rest of this entry »

At this point in the process, the known risks for the project have been identified and captured in a risk register, which can be a simple spreadsheet. Since no project is staffed to deal with every identified risk, it is necessary to prioritize the risks to focus resources on the biggest potential problems first. To determine the rank order:

1. Assess the probability and impact of each risk.

  • Probability is the likelihood of a risk actually happening.
  • Impact reflects the detriment to the project if it does.

2. Determine the rank by multiplying the value of the probability and the impact. Read the rest of this entry »