Articles Archive
(July to December, 1999)

Duties of the Effective Resource Manager
PM Network, December 1999, page 21
Resource managers are the primary nurturers within an organization and company. They have a nearly impossible job—with demands coming from every imaginable direction—yet a job that can have a profound impact on the organization’s success. This article defines the more significant duties of a resource manager.
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All Project Members Should Be Treated Equal!
PM Network, November 1999, page 19
Whether they are clients, vendors, contractors or company employees, a project suffers when preferential treatment is given to any group or person. This article discusses the importance of the project manager working consistently, firmly, and unbiasedly across all members of a project to ensure the project completes successfully.
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The S-Shape Curve
PM Network, October 1999, page 19
Which do you practice: the “50/70 rule” or the unreliable “50/50 rule”? This article introduces the “50/70 rule” and describes why it can be an effective method for tracking the progress of an activity that is made up of many similar tasks such as coding modules, writing pages, creating test scripts, or running test scripts.
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Duties of the Effective Project Manager
PM Network, September 1999, page 16
Truly effective project managers are not easy to find. Although many people have the potential to become successful project managers, a person must first understand the duties of a project manager before he or she can be sufficiently effective in that role. This article defines the more significant duties of a project manager.
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Change the Culture in Your Organization — Project by Project
PM Network, August 1999, page 20
Most organizations are in need of a “culture” makeover. Contrary to popular opinion, the culture in most organizations will be changed on a project by project basis, and will not require permission or intervention from higher management. This article describes an effective tool that can drive needed changes in an organization's culture.
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Don't Sell It — Show It!
PM Network, July 1999, page 28
I converse with thousands of people each year. One of the questions most asked by project managers is: “How can I get buy-in for ‘project management best practices’ where I work?” This article discusses how to fix the problem within your domain of responsibility.
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