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#: 17 Nov 21, 2006  It is hard to find a PM who has never heard of Max Wideman, a legendary figure and a guru of the PM Universe. Max was the President of PMI in 1987 and later the Chairman of the Board in 1988. More interestingly to all of us here, Max is the “Father of PMBOK.” He was the Master PM who launched PMBOK at its birth. Max led a team of PMs to write the first ever PMBOK that was published in 1987. For this gigantic effort and Max’s other contributions, Max received PMI’s Distinguished Contribution and Person of the Year (1985, 1986)
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#: 27 Nov 28, 2006
Max, please let us know a little bit of your professional background.
I am a civil engineer by profession. I knew that I wanted to be a civil engineer ever since my first project at the age of seven. That was digging a hole in the soft sand of one of the beaches on the coast of southern England and watching it fill with water from a rivulet issuing from further up the beach. Since then, I’ve dug a lot of holes and filled them with a lot of things like sewage plants, railway lines, water and ships, as well as hospitals and tall buildings.
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#: 62 Dec 13, 2006
How is your experience and working relationship with PMI in the past and now?
I enjoyed the Institute more when it was run almost entirely by volunteers for the benefit of the members. I don’t find that to be the case today. I make a point of not contributing to the technical exchanges for two reasons: Firstly, because I don’t like the copyright restrictions imposed on contributions, restrictions that I believe to be inhibitive of quality work. That is not to say that the Institute has not done a lot of good work, it has. It is to say that it could do a lot better. Secondly, because they probably would not take any notice anyway and I should lose the unfettered right to my own material.
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#: 27 Do not underestimate getting the MRA survey completed for the final stage of the PgMP process. Unless all your raters are under the same roof, I found it difficult to verify who had completed the 74 question survey and who had not.
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#: 15 This letter was written in Dec 2005 by A. J. "Hoppy" Thomas, B.S., MBA, M.S., PMP, VisionOps Managing Partner in response to a discussion thread on the new PMP passing mark (from 82% to 61%)in PMHUB Forum and Yahoogroups.
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#: 17 Introduction
We all develop and apply lessons learned in many activities throughout the day. We gladly exchange information about successes and failures with others so they can benefit when the activities are repeated in the future. Unfortunately, when it comes to project management, many organizations don’t have the time, discipline, or procedures to properly document lessons learned.
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#: 14  This issue is best addressed by recognizing a distinction between “competing demands” and “constraints.” Because the traditional triple constraints are included among the five competing demands, some readers may get confused.
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#: 15  When we are given a variety of financial metrics to use in the project selection process, it might be helpful to keep some heuristics (general guidelines) in mind.
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#: 10  I’ve heard it said that if one wants to know whether or not to trust somebody with $100, lend them $1 and observe how well they manage it.
Today I received my receipt for $139.00 as payment for my membership dues through 28 Feb 2009.
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PMP Exam Question on Professional Responsibility [...]
#: 12  What do you do when you have some disruptive “team members”? Can you just move them elsewhere, or is there a better way?
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#: 9 Introduction
Business Continuity Management (BCM) comes into play only when a disaster occurs. Unlike the usual meaning of “disaster” in English, in the context of BCM it simply means, “any event that causes an essential service to be interrupted”.
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#: 54 BPR (Business Process Reengineering, also know as Business Process Redesign) is “the analysis and design of workflows and processes within and between organizations” (Davenport & Short 1990).
OK, so what does that mean? We’ll have to go back about a century to see how it all began.
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#: 3  Working with virtual teams is a fact of life. A virtual team is a team where one or more members may be geographically dispersed (i.e. in different physical locations for at least part of the team duration), and you utilize or are dependent on communication technology (e.g. phone, e-mail, chat) for some or all of your communication with your team.
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#: 7  In times of battle some unlucky leaders have had to sacrifice the lives of a few to save many. If you were the husband, wife, parent or child of one of the sacrificed “few”, would you say the leader did “the right thing”? And saying that leaders are “born not made” is a cop-out. Some people are born with natural abilities, but everyone can improve with training and practice.
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#: 7 I was often asked questions about the Prince2 methodology, so I thought I should jot down a few notes on it.
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#: 11 Hi all, I though I would jot down a few notes about “power” this morning – I hope you find them of use.
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#: 63 Often we hear of a system or an organisation being “ISO 9000 compliant” or “ISO 9000 certified”, but what does this actually mean? And are we talking just about ISO 9000? And we hear people say that have implemented an ISO 9000 Quality Management System (QMS) – but is ISO 9000 a QMS?
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#: 10 Hi everyone: The “Lessons Learned” is a great forum to browse, because it’s all about success – and everybody wants to be successful.
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#: 4 Let’s have a brief look at the area of motivation.
This is a fascinating topic, I really strongly feel I should so this tonight, because – let’s face it – unless we are motivated in some way then we probably won’t achieve much at all. In fact I tried to start an “apathy club” on PMHub.net and I got just one member.
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#: 4 Hi all. When you write an article it’s pretty simple to break it up into parts for publishing. But the big problem is when you write a “something – Part I”, because at some time you actually have to sit down and write a “Part II”.
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#: 20 Previously I’ve mentioned Einstein’s amazing ability to explain very complicated issues in very simple terms.
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#: 147 To earn PDUs without spending money, we suggest only Category 2 and Category 5 activities.
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#: 5 Taking the PMP® examination is one of the biggest steps you’ll take in your career as a Project Manager and one of the most daunting. There seems to be an endless parade of information to stuff into your brain but don’t be discouraged! By careful planning and structure, you can pass the exam with a minimum of stress and absorb more of the information you need to be a success in your chosen career.
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#: 66  Don’t steal, don’t cheat, and don’t lie. This short sentence pretty much sums up the PMI Code of Ethics and Professional Conduct.
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#: 50 Abstract
The “Hawthorne Effect’ was extrapolated from, and some years after, research performed by Professor Elton Mayo and his team, in the Hawthorne plant of Western Electric, between the years 1927 and 1932. The research attempted to measure the effect of changing physical setting of working conditions on staff performance. It is suggested that the Hawthorne Effect affects outcomes because the subjects of an experimental intervention are aware that they are being observed and because they are receiving extra attention. Experts are divided on the veracity of the Hawthorne Effect, whilst others accept the conclusion, but reject the experiments as an unsuitable means for proving it.
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