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By elroyking, January 26, 2011 7:55 pm

Project Management

This question has been asked over and over again since the art and science of Project Management has come into the forefront of common knowledge. Project management often seems obscure and ineffective because so many projects end up over budget and past their scheduled delivery date. Worse than that are the projects that meet their timetables and budget, but don’t meet the objectives they were began for or don’t really meet the stakeholders needs.

The PMBOK guide, v4 gives the definition of project management as follows:

Project management is the application of skills, tools, and techniques to project activities to meet the project requirements.

Application Of Skills

Project managers require a number of skills from organizational skills, to people skills, to language and technical skills. Those skills will be used to create plans, create budgets, create baselines and schedules, and to coordinate the activities that will eventually produce a project. The Project Management Institute(PMI) has created a guide, called the Guide to The Project Management Body Of Knowledge (PMBOK). This document divides the activities of a project into 42 processes, nine knowledge areas, and five process groups. The organization of the guide is such that, although some processes are dependent upon other processes, and the outputs of some processes become the inputs of other processes, and often the processes are iterative, they are described and detailed as independent entities. The PMI promotes the idea that the project manger and the project team need to come together to determine which of those 42 process actually apply to the project at hand, then agree to how they should be applied to the present project.

Why Is A Project Different From Operational Work

A project has a definite beginning and a definite end, usually it has never been attempted by the organization before, and will produce a unique product, service, or output.. Operational work is ongoing, it repeats itself and is performed again and again. The uniqueness of a project to the project manager and to the organization, gives managing projects the sense of adventure that does not exist in operational work. It will contain unforeseen risks, new challenges to the organization, and will, by the nature of projects, not behave exactly like ones in the past. Project managers will be required to monitor the execution of the project, adjust the project baselines, deal with project changes, and create documentation that will benefit new projects in the form of lessons learned. They will attempt to manage the schedule, cost, quality, and risk, then make adjustments to put the project back on track when it has meandered outside of the proscribed plan.

Project Management Is Taught Through PMP Training

The PMI, in an attempt to create some standards that produce better projects created the Project Management Professional (PMP) credential. The implementation of the ideal and methodologies contained in the PMBOK guide are taught to those who have demonstrated some experience and training, and can pass a rigorous four hour, 200 question exam. They can claim the PMP certification, and place the coveted three letters after their name. Project Mangers that have their PMP credential make more money and are highly respected. The PMP credential is recognized world wide. The added respect comes from the added success of the projects that certified project managers are associated with.

PMP Training From A Bootcamp

A PMP bootcamp is widely known as the best way to prepare to take the PMP exam. A bootcamp envelops the student in the Project Management learning environment. The problem with most bootcamps is the travel and lodging away from home that make bootcamp much more expensive than it needs to be. PMExamReady.com has partnered with PMPerfect to bring you a PMP bootcamp to your home or office. It is available online, and can be accessed anywhere a student can find an Internet connection. Read about the newest innovation with the On-Demand PMP bootcamp. Get it today with our special DISCOUNT, I don’t know how long it will be offered at this price!

PMP Live Online Training

You know the benefits of a live class with teacher and student interaction. What if the entire classroom environment could be brought to you? How much better could you understand the material if you could ask your questions directly to the teacher? What if, through modern communications, you could also benefit from the questions and the interaction of the other students? This experience could be yours, with the added benefit of a written guarantee. Ninety-Seven percent of students that complete the online PMP training pass the PMP exam on the first try. You are so close to that PMP certification and you don’t even know it. Start your PMP education right here with the Live Online PMP Class and you will see how easy passing that exam is going to be! We have a special DISCOUNT price for you today. This price won’t last—get in on the training now.

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If you don’t believe you have the time for the bootcamp or the live-online training, then settle in for PMP lessons on your iPod. Cornelius Fitchner is the instructor for the PM Prepcast. He brings the PMBOK to life and adds the humor, examples, and details that make learning the PMI principles fun and exciting. He can guide you to getting ready for the PMP exam. Give the The PM Prepcast a try.

35 Contact Hours

Before you can take the PMP exam, you are going to need 35 Contact hours of PMP training. Each of the three above options provides the required 35 contact hours. The bootcamp and the live-online training supplies all of the other materials that you will need. Click on these links, move to the bottom of the page and see just how much wonderful PMP material that you get – PMP bootcamp – Live-online PMP Training. href=”http://pmexamready.com//” target=”_blank”Training that will get you 35 contact hourst.

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By elroyking, September 21, 2010 8:02 am

The Planning Process Group contains all of planning processes. The results of the planning processes is the creation of all of the documents needed to produce the total scope of the project, define firm objectives, and develop the actions required to reach those objectives. One of the most important parts of the Planning Process is to put together the Project Management Plan. This plan will be the guiding document that lets all project participants know how the project will be planned, executed, monitored, and controlled.

The nature of project management is multidimensional, as more features and characteristics of the project are gathered, more detail is known about the project. Repeated planning for additional knowledge and requirements may be needed. This repeated planning process is known as “rolling wave planning.” It is ongoing and repetitive. The project management plan and the project documents will address all aspects of the project, cost, schedule, quality, communication, risk, and procurement. Updates to the plan that come in the form of approved changes through a change request system, must be made to the original documents in the form of a base line update.

A definite end to the planning stage must be set by a procedural process and be recognized by stake holders so that the planning stage can come to a close, and the final project documents can be produced. The project must be performed according to the documentation. If the features are not in the documentation, they should not be in the project. The following processes are found in the Planning Process Group:

* Develop Project Management Plan
* Collect Requirements
* Define Scope
* Create WBS
* Define Activities
* Sequence Activities
* Estimate Activity Resources
* Estimate Activity Durations
* Develop Schedule
* Estimate Costs
* Determine Budget
* Plan Quality
* Develop Human Resource Plan
* Plan Communications
* Plan Risk Management
* Identify Risks
* Perform Qualitative Risk Analysis
* Perform Quantitative Risk Analysis
* Plan Risk Responses
* Plan Procurements

The project manager should be involved as early as possible in the project, he should be assigned to the project before any of the project planning processes are begun (the PMBOK guide specifies selecting a Project Manager in the Create Project Charter process.

For detailed information about the Planning Process Group see A Guide to the Project Management Body of Knowledge: (Pmbok Guide) (Paperback) version 4 chapter 3. Rita Mulcahy talks about the processes in PMP Exam Prep, Sixth Edition: Rita’s Course in a Book for Passing the PMP Exam, she also talks about the project management process, and has some very useful activities covering the subject.

Elroy King

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By elroyking, August 27, 2010 8:29 am

If you manage projects, then you will know that to succeed, you need to communicate clearly with all of your project stakeholders. Otherwise your staff will lack clear direction, team morale will be low and your project may deliver over schedule and exceed its budget.

To make sure that your projects communicate effectively, we have described here…

How to Create a Communications Plan

Using the Communications Plan template , we have described how to create a bullet-proof Communications Plan for projects. We have provided a snapshot of this template here by listing the 10 steps you need to take to create a Communications Plan for your project.

Step 1: Situation Analysis
The first step to take when creating a Communications Plan is to perform a Situation Analysis. This is a fancy term for researching your existing communications environment.

Review the performance of all communications within your project and identify the Strengths, Weaknesses, Opportunities and Threats.

Then identify any lessons learned from past communications exercises, so that the same mistakes made in the past are not repeated here.

Step 2: Communications Objectives
Great. So you know what your communications strengths are and where you need to improve. You are now ready to set out your communications objectives.

List the top three objectives that you want to achieve from your project communications. For instance, you might want to inform stakeholders of the project progress, boost management buy-in or improve your team productivity.

Step 3: Communications Guidelines
Then set out your communications guidelines for controlling communications within your project. For example, you may decide that:

* All messages will be distributed through pre-defined channels
* All critical communications will be pre-approved by management
* All communications will be tailored, based on stakeholder needs

Step 4: Target Audience
Now define exactly who it is that your team will formally communicate with. Remember, formal communications are a method for controlling the messages sent out by your team. They promote a single consistent view of your project to a specified audience so that “everyone has the same version of the truth”.

Step 5: Stakeholder Needs
Each target audience group will have their own needs. These stakeholders will require information that is specific to their role in the project. For instance, a Project Sponsor will need to be informed of high priority risks and issues, whereas a Quality Reviewer might need to be notified of the current status of project deliverables.

Step 6: Key Messages
Then list the key messages that need to be sent to each Stakeholder. Key messages may include project status, project issues, project risks, project deliverables or project resources. The next step is to define how you will deliver each message to them, through a delivery channel.

Step 7: Delivery Channels
There are a huge variety of ways in which you can deliver your key messages to stakeholders (e.g. emails, newsletters, meetings, conferences). For each stakeholder, identify the channel that you will use to deliver your key messages.

Step 8: Communications Schedule
Now you are ready to create the schedule of communications events, activities and actions that are required to deliver the right messages to the right people at the right time throughout the project. Create a detailed schedule of events and for each item listed, specify the timeframes for completion and any dependencies on other events in the schedule.

Step 9: Communications Events
For each event listed in your schedule, describe it in depth. Make sure that you define the purpose of the event, how it will take place and when it should occur.

Step 10: Communications Matrix
And finally, once you have listed the events and described them in detail, you need to identify who will manage them and who will review their effectiveness. Create a Communications Matrix which lists for each event who is accountable for the event, who will take part and who will review its success.

Once you have taken these 10 steps, it is up to you to get your Communications Plan approved by your manager and then execute it to deliver communications efficiently across your project.

And just one last tip – to improve your communications you need honest feedback on your team’s performance. Implement feedback measures such as questionnaires, feedback forms and surveys to learn how to continually improve communications within your project team.

To plan communications for your projects…

Download this Communications Plan template now.

Download the entire kit of Project Management templates

Elroy King

You really can be ready for the PMP Exam with help from PMExamReady.com. It is THE place to get ready for the PMP Exam.

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By elroyking, August 25, 2010 7:51 am

Method123 has just announced today the release of their newest full featured Project Management Template – the Quality Management Process template.
The Quality Management Process helps the project manager and team set up how quality will be handled and measured on the project. With the proper quality procedures in place, your customer will be assured of receiving a quality solution, quality deliverables and will gain significant confidence in your delivery team. Knowing their project dollars aren’t being left to chance will make them want to come back to your organization for more successful work in the future.
Indeed, project quality is difficult to measure and even harder to guarantee. With a Quality Management Process in place during the Project Planning project planning process, your organization will be able to boast to customers about the repeatable processes that are being incorporated into their projects across the board.
“Quality is something that should be ingrained in the Project Management Methodology throughout the entire engagement,” states Jason Westland, CEO and president of Method123 Ltd. “Our Quality Management Process template will help your organization setup the proper quality infrastructure to manage all of their projects for their customers. It’s an ongoing win for your organization, far beyond just your current project.”
With Method123′s Quality Management Process, an organization can create their own quality assurance policies and implement them smoothly so that positive progress is realized on all projects going forward. It will increase executive leadership’s confidence in the quality of your deliverables and provide great returns in the form of customer confidence and satisfaction as well as repeat business.
With the Quality Management Process template, the Project Manager and organization will be able to:
View data
– Define project quality goals to be met by projects and team members
– Plan for how performance against quality goals will be measured and reported– Identify corrective action to take on quality issues– Target areas for quality improvements– Create reports on overall project and deliverable quality throughout the entire project portfolio
– Define project quality goals to be met by projects and team members — Plan for how performance against quality goals will be measured and reported — Identify corrective action to take on quality issues — Target areas for quality improvements — Create reports on overall project and deliverable quality throughout the entire project portfolio
The Quality Management Process will help you:
– Define and perform quality assurance tests and checks
– Better prepare for acceptance testing and approvals
– Take certain quality control measures
– Identify areas for improvement and begin to take action

“In this economy surviving in the midst of stiff competition is difficult and never a sure thing. Any edge is a good edge,” says Westland. “Many companies are sacrificing quality to allow for price cuts. Customers still want quality and when they see companies taking great measures to ensure that, it can mean the difference between retaining customers and losing customers. Use our Quality Management Process to make sure you’re company is creating quality deliverables and outputs on their projects. The customer is important and this is one way you can really show them that and shine.”
The Quality Management Process template and the full Project Management Kit product offering are both available for purchase and download at Method123′s website.

———————————————

Quality Management is one of nine project management knowledge area covered in the Project Managment Institute’s (PMI) Guide to The Project Management Body of Knowledge (PMBOK guide v4). For more info on the PMBOK guide see The PMBOK Guide.

You really can be ready for the PMP Exam with help from PMExamReady.com. It is THE place to get ready for the PMP Exam.

Pass the PMP exam the EASY way with the BEST PMP exam prep course from a PMI approved source — PMP Exam Prep Made Easy.

Elroy King

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By elroyking, August 13, 2010 8:44 am

What is your process for estimating time and cost on your projects? Are you like a lot of project managers, just guessing and crossing your fingers? Estimating is an art, and as a project manager it really isn’t your job to actually do the estimating, you need the experts involved to do the estimating, meaning those that are going to do the work should help you come up with the estimates. There are three types of estimating that might help you out here.

Analogues Estimates

Each project will be unique, without a doubt, but this project may be like one that your company has done before. You may even be a assigned a number of the resources that worked on the similar project. If this project is like the last one, but bigger–then you can take the actual time and cost from some of the activities and estimate what this one will cost by using the old numbers and multiplying them by the percent bigger this project appears to be. This is the concept behind analogues estimating and can usually pretty good depending on how similar this project really is.

Parametric Estimates

These estimates assume that you can break down the activity into single units. If you have an estimate for how much and how long putting down, say, 10 square feet of tile will take, then you can multiply that number by the number of square feet in the building to get a good estimate of time and cost. The key is to find a small unit that can serve as the base for determining the entire job.

Three-Point Estimating (PERT)

Three-point estimating is also popular. You go to your expert and ask what the optimistic estimate for time and cost would be, then ask for the pessimistic estimate, taking into consideration the worst case scenario. Finally ask for the most likely estimate. The formula for getting a weighted average from these figures is the following:

Opimistic + 4 times Most Likely + Pessimistic

6

By dividing by six, the sum of the optimistic estimate, the four times the most likely estimate and the pessimistic estimate create a weighted average that could be closer to the real time and cost for the activity.

Keep in mind that these estimates will have to be revised as time goes on. This process is called Progressive Elaboration. It simply means that we get more precise and more detailed as we progressively know more about the project and the details.

I hope this helps in the ever difficult art of cost and schedule estimation.

Elroy King

If you have any Project Management questions or questions about the PMP exam, leave them as a comment, and I will try to answer the questions.

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By elroyking, August 6, 2010 8:36 am

The project manager often believes that everyone knows what they are supposed to be doing, once the goals and milestones are established, it usually seems that it should be obvious. Nothing could be further from the truth. As a PM you will have to request feedback from team member to assess if they understand what they are really responsible for and when they will need to deliver it. Having shared documents often helps, but opening a line of communication is the best way to deal with these communications issues.

I think that team members don’t want to appear uncooperative or stupid when they ask questions in team meetings. Bring the topic to the forefront with some ice breaking, so to speak. You might start with, “I know some of you might be reluctant to ask questions, but I realize that we have covered a lot of ground, and we can’t be successful unless you are willing to be candid and help me understand what I need to go into more detail on.”

Let them know that it isn’t necessarily their fault if they didn’t understand the first time, and be sure to answer each question sincerely. That is the only way to create an environment that is open, where team members get on board and really succeed.

Elroy King

If you have any Project Management questions or questions about the PMP exam, leave them as a comment, and I will try to answer the questions.

You really can be ready for the PMP Exam with help from PM ExamReady.com. It is THE place to get ready for the PMP Exam.

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Know those difficult PMI-isms when you sit for the PMP exam, by learning these Project Management Terms

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By elroyking, July 19, 2010 10:01 am

You are a project manager, but what is project management, really? As a project manager, you wear many hats. You might find yourself discovering risks, solving problems, directing work, planning action, mitigating issues, and reporting performance. Are any one of these activities the definition of project management? No. Project management is the application of Knowledge, skills, tools, and techniques to project activities to accomplish the goals and meet the requirements of a project.

Usually a project will include requirement identification, stakeholder identification and understanding of the stakeholders to the extent that the you can meet the expectations and requirements of the stakeholders, and finally balancing constraints that are competing in nature.

The Project Constraints

There are six aspects of a project, and perhaps more, that interrelate to the point that if one of these aspects change during the project they will affect at least one more, and perhaps all of the others. These six aspects are the following: Scope, Quality, Schedule, Budget, Resources, and Risk. For example, if the scope of the project is increased, then the resources needed to complete it will expand, as will the budget needed to complete the larger scope. The time needed to finish the project will be greater. The larger project may need more testing, and may affect the overall quality of the project. Lastly, the possibilities of finishing the project on time, in budget, or even at all are all affected by the scope growing, and thus it affects risk as well.

Project management entails understanding all of the constraints and influencing the factors that cause change. It may include mitigating change, and co-ordinating the evolution of the project, as the project is progressively elaborated.

Because a project is so many faceted and because each project is unique, depending on company culture, industry, market influences, company structure, resource pools, and so many other factors, there really can’t be a one size fits all project solution.

Because of this complexity, the Project Management Institute (PMI) produced the A Guide to the Project Management Body of Knowledge: (Pmbok Guide) (Paperback). A process oriented guide to the management of projects. They also created the Project Management Professional (PMP) certification, to encourage project managers to really learn the complexities of managing a project and to do it with a consistent methodology that leads to successful projects.

If you have an interest in becoming a PMP and gaining the knowledge, skills, and talents that will help you manage projects successfully, we can help you here at PMExamReady.com. We can help you get the training you need including the 35 contact hours, and prepare you to take the PMP exam.

Find out all of the requirements for getting your PMP credential with a free PMP handbook. Jump aboard and get everything you need to qualify for the PMP certification.

If you want to pass the PMP exam, you are going to have to learn to understand the Project Management terms the way the PMI knows them. Rita Mulcahy, a prominent PMP and Project Management author, explains that 50% of those that fail the PMP exam fail it because they have not had project management training that uses PMI terminology. The bottom line, you need to see the terms the way the PMI sees them to pass the PMP exam. About the only way to get that knowledge is through some PMI approved training.

Now you have a number of options:

You can attend a 4-7 day training course held by MosaicProjects or GlobalKnowledge. The rates vary, but will cost between $1500 and $2000. The actual number of contact hours awarded from the class depends on the number of classroom hours you attend, but they vary between 21 and 25.

There are some online classes Point Advantage, Online Training or Simplilearn online training. Either one will cost between $699 and $999.

However, the very best value will be the The PM-Prepcast.

The PM-Prepcast gives you:
38 hours of PMI approved PMP training in a podcast.
35 contact hours recognized by the PMI.
Exclusive tips and tricks for taking the PMP exam.
Sample test questions and more. For a one time fee of about $99.

Check out the PM-Prepcast and start preparing for the PMP exam in the PMI way today!.

Elroy King

If you have any Project Management questions or questions about the PMP exam, leave them as a comment, and I will try to answer the questions.

You really can be ready for the PMP Exam with help from PM ExamReady.com. It is THE place to get ready for the PMP Exam.

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Know those difficult PMI-isms when you sit for the PMP exam, by learning these Project Management Terms

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By elroyking, July 12, 2010 10:09 am

If you had documentation that showed that the preferred testing center actually had more defects than the secondary testing center, wouldn’t you put your efforts into getting your project to the secondary testing center instead of the primary? Perhaps you found out that senior analysts were consistently pulled from projects after the planning phase, wouldn’t you make sure that they mentored the junior analysts before they were pulled? Maybe you could find ahead of time, that the new database you were looking at moving to was tried two years ago with poor results. That is the power of lessons learned from previous projects at your company. Those are the things you need to be putting in your lessons learned documents for those that manage projects after you! But, there is a perception that a lessons learned database is hard to implement and keep current, and most companies use the scarce resources needed for lessons learned and process improvement in other income generating activities. So what can you do if there is no lessons learned database to draw from? Well, here are a few suggestions:

1. Seek a mentor. You boss may be able to help you find a mentor in the company that has managed projects similar to yours. The experience drawn from them can be invaluable, and you are likely to make lasting relationships.

2. There are documents that should be kept on each project. Things like the risk register and issues log. These may not be easy to find, but search through the standard documentation for projects like yours and you may be surprised what gems you can come up with.

3. Make friends with, and meet regularly with other project managers. It is likely that you will be facing the same issues.

4. Interact with executives and ask them for the problems and issues that came up on other projects. They will likely be very aware of the ones that cost the company money.

5. Leverage the collective wisdom of your team. Many of them have survived previous projects and may know what to watch out for.

6. Check into data published from consultants and industry watchdogs. This data is usually published and current, and can help you understand the current market conditions and issues.

7. Just listen to the company chatter about project stories, both successes and disasters. These stories usually have some basis in truth and reality and can give you great insight into company culture.

What ever resources you use, dig into the project past of your company, and dig out the gems that will make your project successful and fulfilling.

If you need help getting started on lessons learned, risk registers, issues logs, or other important documentation for your project you can get a head start with the project management kit.

Elroy King

If you have any questions about project management or the PMP exam, leave them for me in a comment, and I will try to answer you questions.

You can be ready for the PMP exam, with PMExamReady.com.

Make the most of managing your project with the best project management software”.

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By elroyking, June 7, 2010 2:43 pm

If you are in the Salt Lake City Utah area, and would like to attend a PMI chapter meeting you are invited to the following:

PMI-Northern Utah Chapter Monthly Luncheon & Annual Business Meeting – June 2010

Presentation by Spencer Shaffer, Dave Steveson, Mary Cosgrove & Eric Anderson

“New Realities — Methods That Work”

Thursday, June 17, 2010 11:30 AM – 1:00 PM

Larry H. Miller Campus (SLCC)
9750 S. 300 W., Sandy, UT 84070

Attire: Business Casual

Northern Utah Chapter PMI member $25
non-memeber $30

You can have the opportunity to learn what the Project Management hot topics are and meet other project managers in the area.

————————————————————————————————————————————

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By elroyking, June 3, 2010 8:09 am

Project managers depend on project planning for resource allocation, forecasts of schedule and cost, and for management of the entire project. Planning is one of the core competencies needed by a project manager. The Project Planning process group includes planning processes from most of the knowledge areas.

Project Management Plan

Start your project with an overall management plan. Decide before hand how you will discover and document the stakeholder needs, the project requirements, and deliverables. Create the processes up front for stakeholder buy off and acceptance criteria. This plan will govern the other plans and will be the foundation document for starting your project. Spend the time now thinking through the project, this will save so much time and cost on the back end because the goals of the project and how they will be measured will be put in writing here.

Scope Planning

Plan what the project will cover and how far it will extend. This should be well documented in the project charter. Put down in writing what will NOT be covered in the project, including why it was rejected or pushed out to the next project.

Resource Planning

Which people will be needed at what time. What materials will be needed at what time. Can the expenditures on people and materials be spaced-out (leveled), so that people are employed across the breadth of the project and not in small chunks of time and resources.

Schedule and Budget Planning

Now that you know the material and people you can begin to work on a schedule and budget. You have to realize at this time that there are many things that you still do not know, you will use progressive elaboration to get to the details and the more detailed bottom line.

Quality Planning

Plan quality into your products and services. What testing will be required? How will you know that the product or service is at the proscribed quality? How will you demonstrate that quality to be signed off by stakeholders? Those are the important questions that need to be documented in quality planning.

Staffing Management Plan

What are the reporting roles and how are the project team members going to accomplish and report the work that is being done? What does the entire organization that will work on the project look like? What roles will team members need to perform to fill out that organization? This planning process will ensure that team members know how to interact to perform work, report on progress and resolve issues.

Communications Plan

What information needs to be disseminated? When do people need to know that information? Does the information flow down the organization, or are there times when the team will meet as a group to get the information at the same time? How are the stakeholders appraise of progress or issues? How are changes discussed and/or implemented? Good communication finds issues early and gets them on the table to discuss and deal with.

Risk Management Plan

What risks are known? How will the risks be handled if they become issues? How will new risks be discovered and documented? When and where will risks be discussed? Risks are among the things that can change whether a project is worth doing or not. Understanding the risk and planning how to monitor and respond to them is critical for the success of your project.

Acquisition Plan

What products or services will be acquired outside of the company? Carefully consider what things can be outsourced. Outsourcing can drive down costs and improve quality by getting goods and services from companies that specialize in those specific goods and services. Always explore the possible acquisitions before discounting outsourcing.

The planning processes create a baseline that help determine how a project will be performed, who will do the performing, and how to handle issues. It is the foundation of a good project and can be leveraged for schedule and financial forecasts. Put sufficient time and effort into the planning, it will pay off in the end.

An easy and painless way to start on these important plans is to use Project Management Templates. The planning process templates, can be found here at the bottom of the page.

If you have any questions bout project management or the PMP exam, leave them for me in a comment, and I will try to answer them.

Elroy King

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We’re still morning the loss of Rita Mulcahy, a real project management great.

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