Novedades

**Corrected fourth edition** As some readers noted, there was a problem in the formatting of the third edition. Those are fixed now. Sorry for the trouble. Are you taking on the role of an Agile Product Owner? Looking to learn how to be a great one? Look no further... Thousands of books have been written about Agile software development and Agile project management. In nearly every one of these books, mention is made of the importance of the product owner, and how without this third piece to the puzzle the whole scheme falls apart. In fact, some of the literature will tell you that if you ...

Unlock Your PMP Certification Excellence with the Updated PMP Exam Prep 2025-2026 New Edition!Are you ready to conquer the PMP exam and elevate your project management career to new heights? Looking for a comprehensive and up-to-date roadmap to ensure your success in the PMP certification? Designed for aspiring project management professionals, this is your ultimate guide to achieve certification excellence. This meticulously crafted resource equips you with the essential tools, strategies, test simulations, and tips necessary to pass the PMP exam on your first time with fluency. Whether ...

This paper addresses the subject of project management office maturity, by introducing the functions of the PMO unit, what maturity means and how it impacts performance, attempts to define a PMO maturity model, and assessment of the PMO maturity based on such models. Generally speaking, the discussion in this paper will be independent of the specific project management methodology followed by the PMO and the overall organization, since the functions of the PMO unit are the same regardless of whether the project management methodology is traditional or agile, and the standard framework ...

There is a number of Project Management Frameworks available in the community, each has been developed, adopted, and promoted by well-known and highly reputable institutes. Each of these frameworks has its strong points and advantages over the others in different application areas. Examples of these are ISO project management standards, PMI PMBOK, Agile methods, IPMA ICB, and APMG PRINCE. This paper will try to conduct a comparative analysis on the variety of the available frameworks and recommend each in specific application areas or purposes. This paper was published within IPMA 24th ...

This paper addresses statistical analysis of OPM3 model assessments. As for all questionnaires used in various purposes of research and study of a certain phenomenon, statistical analysis ensures validity and reliability of the instrument used. The variables included in the questionnaire, the questions addressing each variable, and data values collected in response to this questionnaire, all contribute to this analysis. Statistical significance of the findings of the study is also considered. This kind of analysis is of interest to all users of the OPM3 assessment, as it determines how much...

Service, Product, and Project are three of the primitive terms that are well known and familiar. But there are some subtle relationships among them that require some attention when it comes to management. This is an article that was published in the PM World Journal, Jan. 2013 issue.

This is a paper outlining the importance of a PMO in an organization, its intended role, how to establish a PMO in a certain organization, the components necessary to exist in that PMO, along with its organizational structure, and roles and responsibilities of PMO staff. It’s intended to be a practical, implementation oriented presentation of the subject. This paper has been published in the May 2011 edition of the PM World Today eJournal.

In this paper, I will show how the Project Management Office (PMO) can be viewed as a service provider, and in turn how service management concepts can be applied on the PMO to provide its services to the intended customers. I draw from ITIL and other service management best practices, showing how this can be applied in implementing and providing the PMO services regardless of the specific industry of the projects being implemented by the organization that the PMO is servicing, whether IT projects or others. I will first discuss the PMO services, and creating a service catalog for the PMO. ...

This paper shows how our PMO Maturity Assessment tool works in measuring the maturity level of the PMO on a 5-level scale. It builds on maturity level assessment guidelines found in the CMMI (Capability Maturity Model Integration) model from Carnegie Mellon University, and the P3M3 (Portfolio, Program, and Project Management Maturity Model) from Axelos Limited. Although none of these models addresses PMO maturity specifically, they address general aspects related to project management, as a subset of the considered process areas in the former, and as a detailed analysis in the later. We ...

Portfolio management is an important discipline within any project-based organization. It's the function that keeps investments in line with the strategic goals intended to be achieved, and continually reviews the balance of costs and resources among all running initiatives. Thus, knowing how to apply several techniques of performing portfolio management tasks is essential to making the whole practice successful and with added value. In this paper, we show some of the core essential techniques used in performing portfolio management activities, ranging from initiatives evaluation and ...

This paper is a trial to view the ITIL® V3 framework for IT Service Management from a Project Management perspective, highlighting the aspects of project management in ITIL® V3 that represent intersection points between project management and IT Service Management, viewing Project Management from the point of view of PMI’s PMBOK®3, and IT Service Management from the point of view of ITIL® V3 framework, towards the objective of successful integration of ITIL® processes within PMP® processes. Preceding this correspondence is an overview, collected from literature, on ITIL® and IT ...

The purpose of this paper is to survey the SEI's CMMI model and the PMI's OPM3 model as being used in appraising organizations based on maturity. Organizations seeking appraisal of their current maturity, either for internal strategic goals, or for external commercial and trade requirements, will consider basing their maturity assessment and improvement efforts on a global framework which was developed for satisfying these organizational improvement needs. Most well‐known models currently are CMMI (with several constellations) from the Software Engineering Institute (SEI) of Carnegie ...