Fenwal Launched as Independent Corporation Following Completion of Divestiture From Baxter Healthcare Corporation.

ROUND LAKE, Ill., March 1 /PRNewswire/ -- Fenwal Inc. today announced its launch as an independent company. The new corporation is formed upon Baxter Healthcare Corporation completing the sale of its Transfusion Therapies business to Texas Pacific Group (TPG) and Maverick Capital, Ltd.

Established by TPG and Maverick Capital, Ltd. as an independently operated company, Fenwal now becomes one of the world's largest suppliers of products and services to the transfusion medicine industry. Since it was first established in 1949, the Fenwal brand has become recognized around the world as being synonymous with innovation in transfusion medicine.

"More than 50 years ago, this business was created with a single purpose: to support the mission of health-care providers to save and improve lives by providing high quality, innovative blood collection and processing products and services," explains Ron K. Labrum, President and CEO of Fenwal. "Today, this purpose is renewed as Fenwal once again becomes an independent company."

A pioneer in the science of transfusion medicine, Fenwal has introduced technological breakthroughs that have helped make blood collection and blood therapy a reality, and its advanced technologies have helped to ensure a safe and plentiful global blood supply. "We are focused on delivering new and better solutions and products that are developed in collaboration with our customers, and backed by the service and support expected of an industry leader," said Labrum. "As an independent business, Fenwal will have a singular focus and resources to continue investment in research and development, as well as pursue opportunities to shape the future of transfusion medicine."

Baxter will continue to provide certain manufacturing, distribution and support services to Fenwal for a period of time following the close, under transition agreements signed by the companies. "As the transfer of ownership occurs, our first priority is to maintain excellence in customer service and to execute a seamless transition of ownership," said Labrum.

TPG is a private investment partnership that was founded in 1992 and currently has more than $30 billion of assets under management. With offices in San Francisco, London, Hong Kong, New York, Minneapolis, Fort Worth, Melbourne, Menlo Park, Mumbai, Shanghai, Singapore and Tokyo, TPG has extensive experience with global public and private investments executed through leveraged buyouts, recapitalizations, spinouts, joint ventures and restructurings. Please visit http://www.tpg.com/ .

Dallas and New York-based Maverick Capital, Ltd., a manager of private investment funds, is also an investor in this transaction.

Fenwal Inc. has five manufacturing plants located in Haina, Dominican Republic; San German and Maricao, Puerto Rico; La Chatre, France; and Bir Drassen, Tunisia. The company has approximately 3,500 employees worldwide, and annual sales of more than $500 million.

Fenwal's global team is focused on the development, manufacture and global marketing of products that allow blood centers, hospital blood banks, and plasma collection centers throughout the world to collect, separate, process, filter, store and administer whole blood and blood components for therapeutic use. To enhance the safety of transfusion medicine, Fenwal has focused on improved patient protection and has played a key role in developing automated systems and safety systems for whole blood collection. From the first fully automated blood cell separator to the most advanced apheresis technology, Fenwal continues to be a world leader in the development of innovations that change the practice of transfusion medicine.

Current product development is focused on systems that facilitate the process of cell separation using automated methods, systems to remove leukocytes (white cells) from blood components, and other processes to aid in ensuring a safe and available global blood supply. Please visit http://www.fenwalinc.com/ .

CONTACT: U.S. Media, Lisa Farrugia, +1-847-270-3965, or Tanya Tyska, +1-847-270-4918, or Europe Medi

in reference to:

"ROUND LAKE, Ill., March 1 /PRNewswire/ -- Fenwal Inc. today announced its launch as an independent company. The new corporation is formed upon Baxter Healthcare Corporation completing the sale of its Transfusion Therapies business to Texas Pacific Group (TPG) and Maverick Capital, Ltd. Established by TPG and Maverick Capital, Ltd. as an independently operated company, Fenwal now becomes one of the world's largest suppliers of products and services to the transfusion medicine industry. Since it was first established in 1949, the Fenwal brand has become recognized around the world as being synonymous with innovation in transfusion medicine. "More than 50 years ago, this business was created with a single purpose: to support the mission of health-care providers to save and improve lives by providing high quality, innovative blood collection and processing products and services," explains Ron K. Labrum, President and CEO of Fenwal. "Today, this purpose is renewed as Fenwal once again becomes an independent company." A pioneer in the science of transfusion medicine, Fenwal has introduced technological breakthroughs that have helped make blood collection and blood therapy a reality, and its advanced technologies have helped to ensure a safe and plentiful global blood supply. "We are focused on delivering new and better solutions and products that are developed in collaboration with our customers, and backed by the service and support expected of an industry leader," said Labrum. "As an independent business, Fenwal will have a singular focus and resources to continue investment in research and development, as well as pursue opportunities to shape the future of transfusion medicine." Baxter will continue to provide certain manufacturing, distribution and support services to Fenwal for a period of time following the close, under transition agreements signed by the companies. "As the transfer of ownership occurs, our first priority is to maintain excellence in customer service and to execute a seamless transition of ownership," said Labrum. TPG is a private investment partnership that was founded in 1992 and currently has more than $30 billion of assets under management. With offices in San Francisco, London, Hong Kong, New York, Minneapolis, Fort Worth, Melbourne, Menlo Park, Mumbai, Shanghai, Singapore and Tokyo, TPG has extensive experience with global public and private investments executed through leveraged buyouts, recapitalizations, spinouts, joint ventures and restructurings. Please visit http://www.tpg.com/ . Dallas and New York-based Maverick Capital, Ltd., a manager of private investment funds, is also an investor in this transaction. Fenwal Inc. has five manufacturing plants located in Haina, Dominican Republic; San German and Maricao, Puerto Rico; La Chatre, France; and Bir Drassen, Tunisia. The company has approximately 3,500 employees worldwide, and annual sales of more than $500 million. Fenwal's global team is focused on the development, manufacture and global marketing of products that allow blood centers, hospital blood banks, and plasma collection centers throughout the world to collect, separate, process, filter, store and administer whole blood and blood components for therapeutic use. To enhance the safety of transfusion medicine, Fenwal has focused on improved patient protection and has played a key role in developing automated systems and safety systems for whole blood collection. From the first fully automated blood cell separator to the most advanced apheresis technology, Fenwal continues to be a world leader in the development of innovations that change the practice of transfusion medicine. Current product development is focused on systems that facilitate the process of cell separation using automated methods, systems to remove leukocytes (white cells) from blood components, and other processes to aid in ensuring a safe and available global blood supply. Please visit http://www.fenwalinc.com/ . CONTACT: U.S. Media, Lisa Farrugia, +1-847-270-3965, or Tanya Tyska, +1-847-270-4918, or Europe Media, Caroline Dekeuleneer, +32 (0)2 413 03 40 (phone), or +32 (0)486 58 18 39 (mobile), or Investors, Caroline Luz, +1-203- 656-2829, all of Fenwal Inc. Web site: http://www.fenwalinc.com/ http://www.tpg.com/"
- Press Release: Fenwal Launched as Independent Corporation Following Completion of Divestiture From Baxter Healthcare Corporation. - PR Newswire | HighBeam Research: Online Press Releases (view on Google Sidewiki)

7 Project Management Blogs You Can’t Miss

Clear PM – http://www.clearpm.com/

Cottage PM – http://www.cottagepm.com/

Kareem’s Blog – http://kareemshaker.com/

Papercut PM – http://papercutpm.tumblr.com/

http://www.torstenkoerting.com/

quantmleap – http://quantmleap.com/

FTR – http://ambidexter.ca/

in reference to: 7 Project Management Blogs You Can't Miss | pmStudent (view on Google Sidewiki)

Itchy for Earned Value (EVM)

EVM at it’s core is a way to measure performance in terms of cost, schedule, and technical performance. One of the key benefits I have heard cited regularly is that with EVM, you can tell early on whether or not a project is at risk.

in reference to:

"EVM at it’s core is a way to measure performance in terms of cost, schedule, and technical performance. One of the key benefits I have heard cited regularly is that with EVM, you can tell early on whether or not a project is at risk."
- Earned Value Introduction | pmStudent (view on Google Sidewiki)

"Just Tell Me What to Do!" - The Case for Active Project Management

“I just want to be told what to do and when,” says Kevin Kinsella, IT Regional Manger based in San Francisco. “The best project managers that I have worked with have been able to keep the project on track by telling me and the team when things were due or what may need my immediate attention.

in reference to:

"“I just want to be told what to do and when,” says Kevin Kinsella, IT Regional Manger based in San Francisco. “The best project managers that I have worked with have been able to keep the project on track by telling me and the team when things were due or what may need my immediate attention."
- "Just Tell Me What to Do!" - The Case for Active Project Management - www.projectmanagerplanet.com (view on Google Sidewiki)

Portfolio Management Done Right

Gather: Do a Project Inventory

in reference to:

"Portfolio Management Done Right"
- Portfolio Management Done Right - CIO.com - Business Technology Leadership (view on Google Sidewiki)

Improve execution track record thru solutions centered on the following

• Working with a management team to successfully determine the appropriate initiatives to consider, prioritize, and then select to address the opportunities at hand.
• Providing project management services when none existed to successfully implement initiative or projects on time, on budget, and with the highest quality.
• Developing a standard methodology, process and supporting tools to deliver products and services more efficiently to better meet the business demand.
• Creating custom and general training to key resources in order to enhance their ability to successfully manage and deliver current and future initiatives.

in reference to: Improve Your Execution in 2010 and Leapfrog Your Competition! | Project Management Solutions That Deliver Quantifiable Results (view on Google Sidewiki)

Engagement Approach

* Kickoff
* Assessment
* Recommendation
* Execution
* Transition



While every client is unique in the objectives they are trying to achieve, Fog City Consulting takes a very simple and consistent approach to each engagement. We begin with a “Welcome Meeting” to establish a solid relationship with the client. During this meeting, we review the scope of the engagement, meet the team, determine logistics, and plan the formal “Kickoff Meeting”. For each engagement, the team will follow our proven methodology based on 5 simple phases:

* Kickoff
* Assessment
* Recommendation
* Execution
* Transition

“Excellence is the expectation. Perfection is the goal.”

Deliver a solution that meets with your specification and provides your organization with the high client satisfaction.

in reference to:

"While every client is unique in the objectives they are trying to achieve, Fog City Consulting takes a very simple and consistent approach to each engagement. We begin with a “Welcome Meeting” to establish a solid relationship with the client. During this meeting, we review the scope of the engagement, meet the team, determine logistics, and plan the formal “Kickoff Meeting”. For each engagement, the team will follow our proven methodology based on 5 simple phases: Kickoff Assessment Recommendation Execution Transition Fog City Consulting is committed to providing our clients with the highest quality of work. Our mantra is “Excellence is the expectation. Perfection is the goal.” Throughout each engagement, we deliver a solution that meets with your specification and provides your organization with the high client satisfaction."
- Engagement Approach | Project Management Solutions That Deliver Quantifiable Results (view on Google Sidewiki)

Core Philosophy

* Listen actively
* Maintain objectivity, integrity, and independence
* Earn the trust and confidence of our clients
* Present practical solutions that are well defined and provide a rapid return on investment

Our core philosophy also impacted how we crafted our project management services that support our solutions. The philosophy translated into the following tenants that are the foundation for our service offering:

* Acquiring Knowledge – helping our partners understand the power and value that project management can provide their business.
* Developing Capabilities – assist our partners in advancing their organizational potential and the potential of their talented resources.
* Continuous Improvement – enhancing our partners’ abilities to constantly optimize their processes to improve their business results.

in reference to: Core Philosophy | Project Management Solutions That Deliver Quantifiable Results (view on Google Sidewiki)

A nice way to put it

It is the collection of 20 years of success and lessons learned that I will leverage today to provide this organization with some concrete value that can apply successfully to this unique situation.”

in reference to:

"It is the collection of 20 years of success and lessons learned that I and my firm will leverage today to provide you and your business with some concrete value that you can apply successfully to your unique situation.”"
- Profile of Ron Ponce | Project Management Solutions That Deliver Quantifiable Results (view on Google Sidewiki)

Getting Your PM House in Order

Good governance is the key to delivering your projects on time, 4 key areas:
* Consistent project management methodology;
* Measurable metrics;
* Management alignment; and
* Proper skill sets.

in reference to:

"Consistent project management methodology; Measurable metrics; Management alignment; and Proper skill sets."
- Getting Your PM House in Order - www.projectmanagerplanet.com (view on Google Sidewiki)

PPM vs PMO

The primary objective PPM is to ensure the organization is doing the right things , while the primary objective of a PMO is ensuring the organization is doing things right .

in reference to:

"PPM and a PMO."
- Aligning PPM & PMO for Project Success — CIOUpdate.com (view on Google Sidewiki)

IT Service Management Topics

PROGRAM TOPICS


The 2010 Program Committee seeks proposals around a variety of topics and in different formats. The best topic is the one you are most passionate about. You can select the high level topic(s) that most closely fits your abstract when you complete the online abstract submission form. Suggested topics include:

* Application Management
* Business Analytics
* Case Study
* Communication - Awareness and Education Planning
* Continual Service Improvement – 7-Step Improvement Process, Service Measurement, Service Reporting
* Defining Critical Success Factors (CSFs), Key Performance Indicators (KPIs) and Metrics
* Expectation Setting and Delivery Management
* Frameworks and Standards (CoBiT - CMMI - MOF - TQM - SixSigma - ISO20000)
* Governance Policy
* Green ITSM
* Higher Education
* IT Operations Mgmt
* ITSM Office Design and Implementation - Service Management Roles
* Non-IT Service Management - Business Service Management
* Organizational Change - Human Behavior and Change
* Organizational Politics - Morale and Performance Management
* Outsourcing - External Contract Management
* Portfolio Management
* Professional Recognition for IT Service Management (priSM)
* Program Management
* Project Management
* Risk Management
* ROI /Value Proposition/Business Case
* Service Design – Service Catalog Mgmt, Service Level Mgmt, Capacity Mgmt, Availability Mgmt
* Service Design - IT Service Continuity Mgmt, Information Security Mgmt, Supplier Mgmt
* Service Desk
* Service Lifecycle
* Service Mgmt for Newer Technologies such as Cloud Computing, System Virtualization
* Service Operation – Event Mgmt, Incident Mgmt, Request Fulfillment, Problem Mgmt, Access Mgmt
* Service Strategy – Strategy Generation, Financial Mgmt, Service Portfolio Mgmt, Demand Mgmt
* Service Transition – Transition Planning and Support, Change Mgmt, Service Asset and Configuration Mgmt
* Service Transition - Release/Deployment Mgmt, Service Validation/Testing, Evaluation and Knowledge Mgmt
* Shared Services and Shared Service Centers
* Simulations
* SLAs and Service Oversight
* Statistical Analysis and Management
* Strategic Planning
* Technical Mgmt
* Tools, Services and Solutions
* v2 and v3 Transition
* Other

in reference to:

"PROGRAM TOPICS The 2010 Program Committee seeks proposals around a variety of topics and in different formats. The best topic is the one you are most passionate about. You can select the high level topic(s) that most closely fits your abstract when you complete the online abstract submission form. Suggested topics include: Application Management Business Analytics Case Study   Communication - Awareness and Education Planning Continual Service Improvement – 7-Step Improvement Process, Service Measurement, Service Reporting Defining Critical Success Factors (CSFs), Key Performance Indicators (KPIs) and Metrics Expectation Setting and Delivery Management Frameworks and Standards (CoBiT - CMMI - MOF - TQM - SixSigma - ISO20000) Governance Policy Green ITSM Higher Education  IT Operations Mgmt ITSM Office Design and Implementation - Service Management Roles Non-IT Service Management - Business Service Management Organizational Change - Human Behavior and Change Organizational Politics - Morale and Performance Management Outsourcing - External Contract Management Portfolio Management Professional Recognition for IT Service Management (priSM) Program Management Project Management Risk Management ROI /Value Proposition/Business Case Service Design – Service Catalog Mgmt, Service Level Mgmt, Capacity Mgmt, Availability Mgmt Service Design - IT Service Continuity Mgmt, Information Security Mgmt, Supplier Mgmt Service Desk Service Lifecycle Service Mgmt for Newer Technologies such as Cloud Computing, System Virtualization Service Operation – Event Mgmt, Incident Mgmt, Request Fulfillment, Problem Mgmt, Access Mgmt Service Strategy – Strategy Generation, Financial Mgmt, Service Portfolio Mgmt, Demand Mgmt Service Transition – Transition Planning and Support, Change Mgmt, Service Asset and Configuration Mgmt Service Transition - Release/Deployment Mgmt, Service Validation/Testing, Evaluation and Knowledge Mgmt Shared Services and Shared Service Centers Simulations SLAs and Service Oversight Statistical Analysis and Management Strategic Planning Technical Mgmt Tools, Services and Solutions v2 and v3 Transition Other"
- ITSM Fusion 2010 (view on Google Sidewiki)

How to build an IT service catalog

a glutton for punishment.

in reference to:

"a glutton for punishment."
- How to build an IT service catalog - Network World (view on Google Sidewiki)

Service Catalog Process Kit - Second Edition

1. Business and IT Service Mapping

The first key task during a SLM implementation is to map the current Business Process to the provision of IT Services. This document guides you through this. Plus you will get a template to capture the information.


2. Business Justification Document

This template is a business case document that will help you structure a successful document that can be presented to senior management and board members justifying the need for Service Level Management in your organization.


3. Communication Plan

To be successful with a process implementation it is important to have a communication plan in place. This document provides an approach and a list of documents that need to be created for your communication campaign.


4. Corporate Based SLA

This document is a template for Service Level Agreements at a Corporate Level.


5. Customer Based SLA

This document is a template for Service Level Agreements at a Customer Level.


6. E-Mail Text

During your communication campaign it is important to let the IT staff know about the Service Level Management process and the benefits it will provide to them. This document provides a useful template for this communication.


7. Functional Specifications

Template for the functional specification of the services being provided by the IT department. This would be written in Business English.


8. Technical Specifications

Template for the technical specifications of the services provided by the IT department. This would be written in Technical English.


9. Operational Level Agreements

This template provides a structure for agreeing and creating agreements on services provided by internal departments within the Organisation.


10. SLM Powerpoint Presentation

During the implementation it is considered best practice to involve all necessary parties. To get significant buy-in across the organization a number of road shows may need to be conducted. This powerpoint presentation provides you with 1 hour of slides defininge Service Level management.


11. Service Based SLA

This document is a template for Service Level Agreements.


12. Service Catalog Medium

The Service Catalogis a list of Services that the IT Department can or does deliver to its Customers.


13. Price List

Template or Appendix that can be used to show a break down of the price for each service.


14. Service Level Project Plan

This documents provides a skeleton outline for planing and project managing your process implementation.


15. Service Level Management Policies and Guidelines

It is important to set Policies and Guidelines for your Service Level Management process. This document provides a structure and written words.


16. Service Level Management Process Template

This document includes a series of objectives and goals for the SLM process along with a skeleton map of the process itself. It also includes a process for instigating and running a Service Improvement Programe.


17. Service Level Management Review Document

This document provides a guideline for reviewing your organizations current Service Level Management process. It will provide you with a maturity level for the process and highlight those areas that are open for improvement.


18. Service Level Management Scope Document

All processes need to have a Scope. This document will provide a template for creating your Scope for the Service Level Management process.


19. Service Level Requirements

A template and list of questions for gathering the Customers requirements regarding desired services.


20. Service Options

Template for breaking the services into options, i.e. Gold, Silver, Bronze level of Service.


21. SLM Flyer - Business and IT Flyers

During your communication campaign it is important to let the organisation now what IT is doing. These flyers present an easy way of doing this.


22. Reports and KPI targets and additional metrics

A list of key reports and Key Performance Indicators for the Service Level Management process, plus additional metrics that may need to be considered.


23. SLM Process Manage

in reference to:

"Service Catalog Process Kit - Second Edition"
- service catalog (view on Google Sidewiki)

Confluence - Everyone on the same page

Confluence combines powerful online authoring capabilities, deep Office integration and an extensive plugin catalog to help people work better together and share information effortlessly.

Break down information barriers that exist between teams, departments and individuals inside your organisation and get everyone on the same page.

in reference to:

"Confluence combines powerful online authoring capabilities, deep Office integration and an extensive plugin catalog to help people work better together and share information effortlessly. Break down information barriers that exist between teams, departments and individuals inside your organisation and get everyone on the same page."
- Enterprise Collaboration and Wiki Software - Confluence (view on Google Sidewiki)

Comparison of wiki softwar

All wiki

in reference to:

"Comparison of wiki softwar"
- Comparison of wiki software - Wikipedia, the free encyclopedia (view on Google Sidewiki)

Online Collaboration Tool?

http://app.teambox.com/projects/fenwalitas

in reference to:

"mc0nn0lly Settings Logout Welcome All Projects + Fenwal IT Admin S..."
- Teambox (view on Google Sidewiki)

Alternatives to Basecamp

If you want to move up to the next level and still enjoy the UI style/ajax speed of Basecamp, try

TeamWorkPM.com

You will not be disappointed - we use it and love it

BaseCamp WAS great - its helped start this online simplified PM tool revolution .. but it been surpassed so much now - if ONLY the 37Signals guys started LISTENING to their user requests they would win a lot of the customer they are now losing to products like:

TeamWorkPM.com (our favorite by far)
CentralDesktop.com
DeskAway.com
GoPlanApp.com (ver 2)
ZOHO.com (Projects)

These are the other 4 top products IMHO.

in reference to:

"If you want to move up to the next level and still enjoy the UI style/ajax speed of Basecamp, try TeamWorkPM.com You will not be disappointed - we use it and love it BaseCamp WAS great - its helped start this online simplified PM tool revolution .. but it been surpassed so much now - if ONLY the 37Signals guys started LISTENING to their user requests they would win a lot of the customer they are now losing to products like: TeamWorkPM.com (our favorite by far) CentralDesktop.com DeskAway.com GoPlanApp.com (ver 2) ZOHO.com (Projects) These are the other 4 top products IMHO."
- is there a good alternative to Basecamp? (view on Google Sidewiki)

Occam's razor

the simplest explanation or strategy tends to be the best one

Einstein supposedly remarked, "Everything should be made as simple as possible, but not simpler."

While not technically contradicting the razor's notion that (other things being equal) "the simplest explanation is always the best", the reverse corollary — that the best explanation is not always the simplest — is well expressed by the Sir Arthur Conan Doyle character, Sherlock Holmes, in The Sign of the Four, especially in the following famous quote: "When you have eliminated the impossible, whatever remains, however improbable, must be the truth."

in reference to:

"While not technically contradicting the razor's notion that (other things being equal) "the simplest explanation is always the best", the reverse corollary — that the best explanation is not always the simplest — is well expressed by the Sir Arthur Conan Doyle character, Sherlock Holmes, in The Sign of the Four, especially in the following famous quote: "When you have eliminated the impossible, whatever remains, however improbable, must be the truth.""
- Occam's razor - Wikipedia, the free encyclopedia (view on Google Sidewiki)

PM Blogs

* Anticlue
* Are You Ready to Lead?
* Beaufortes
* Better Projects
* Bob Sutton: Work Matters
* Crossderry
* Cutting's Edge
* Herding Cats
* How to Manage a Camel
* Insights for Project Managers
* Making Project Management Better
* Papo GP (Portuguese)
* PM Bistro
* PM Hut
* PM Karma
* PM411.org
* PMcrunch
* PMTips
* Project Daily
* Project Eye
* Project Steps
* Projekt Management Beratung (in German)
* Ron Rosenhead
* Scope Crepe
* Software Project Management
* Stepping into project management
* Technology Architecture & Projects
* The Critical Chain
* The ITIL Imp
* The Tao of Project Management
* Think Like a Project Manager
* Work, in Plain English

in reference to:

"PM Blogs Anticlue Are You Ready to Lead? Beaufortes Better Projects Bob Sutton: Work Matters Crossderry Cutting's Edge Herding Cats How to Manage a Camel Insights for Project Managers Making Project Management Better Papo GP (Portuguese) PM Bistro PM Hut PM Karma PM411.org PMcrunch PMTips Project Daily Project Eye Project Steps Projekt Management Beratung (in German) Ron Rosenhead Scope Crepe Software Project Management Stepping into project management Technology Architecture & Projects The Critical Chain The ITIL Imp The Tao of Project Management Think Like a Project Manager Work, in Plain English"
- A Girl's Guide to Project Management: Project Management advice and reviews (view on Google Sidewiki)

PM Bistro

Sites We Like
* PM Boulevard
* Robbins-Gioia
* Agile Methodology
* Scrum Methodology
* How to Manage a Camel
* AMACOM Books Blog
* Raven's Brain
* PMThink!
* Reforming Project Management
* A Girl's Guide to Project Management
* The PM Podcast
* PM Student
* Demian Entrekin
* Michelle LaBrosse
* Agile Software Development

in reference to:

"PM Boulevard Robbins-Gioia Agile Methodology Scrum Methodology How to Manage a Camel AMACOM Books Blog Raven's Brain PMThink! Reforming Project Management A Girl's Guide to Project Management The PM Podcast PM Student Demian Entrekin Michelle LaBrosse Agile Software Development"
-  Project Management Bistro: ProjectWorld: Day 1, Keynote Speakers (view on Google Sidewiki)

Project Planning Strategies and Tools

A great site where the writer reconciles competing frameworks and terminology in the project management “Best Practices”. Ideas here are implemented in project plans for building websites

Includes:
Project Management Frameworks
Project Phases and Milestones
Why: Project Goals
S.M.A.R.T., an acronym attributed to James Lewis' book Fundamentals of Project Mgmt
Specific
Measurable
Actionable
Realistic
Time-limited
What: Product Outcomes
What: Product Deliverables
How: Project Processes
Level of Process Maturity (CMM)
How: Roles and Deliverables
Project Workflows and Roles
How: Project Tasks
Whoa: Project Risks
Tradeoffs - Risk Management

Tracking and maintaining a project plan.
* Measurement of progress for each dimension
o Percentage of schedule elapsed & remaining
o Percentage of budget used & remaining
o Percentage of project output completed (earned value) & remaining
o Actual versus plan/baseline/original estimates
* The effect of updates to the plan

Best Practices
John Keen's suggestions:

1. Implement in incremental phases
2. Start with 1 or 2 non-mission critical systems
3. Begin with minimal application integration
4. Understand roles and responsibilities for all affected organizations
5. Conduct workshops to gather requirements and educate
6. Include business and technical representatives
7. Identify key technical challenges & risks
8. Include all communities in test planning & execution

in reference to:

"John Keen's suggestions: Implement in incremental phases Start with 1 or 2 non-mission critical systems Begin with minimal application integration Understand roles and responsibilities for all affected organizations Conduct workshops to gather requirements and educate Include business and technical representatives Identify key technical challenges & risks Include all communities in test planning & execution"
- Project Planning Best Practices (view on Google Sidewiki)

TeamWorkPM

http://fenwal.teamworkpm.net/index.cfm/page/dashboard

in reference to:

"Fenwal"
- Dashboard - Fenwal (view on Google Sidewiki)

(PMP®) Certification Exam Prep - Detailed Course Description

http://www.gobeyond20.com/pmp-exam-prep.php

in reference to:

"(PMP®) Certification Exam Prep - Detailed Course Description"
- Full PMP Course Description - PMP training in Washington DC, San Diego, Phoenix, Orange County or onsite worldwide (view on Google Sidewiki)

Leet

Leet is where it's at.

http://en.wikipedia.org/wiki/Leet#Orthography

in reference to:

"leet"
- leet - Wikipedia, the free encyclopedia (view on Google Sidewiki)

Leading an ITSM Implementation from the Middle

http://advice.cio.com/brian_flora/leading_an_itsm_implementation_from_the_middle

in reference to:

"Leading an ITSM Implementation from the Middle"
- Leading an ITSM Implementation from the Middle | CIO - Blogs and Discussion (view on Google Sidewiki)

IT Service Catalog - Best Practice - Your Thoughts

http://forums.datamation.com/service-management/41-service-catalog-best-practice-your-thoughts.html

in reference to:

"IT Service Catalog - Best Practice - Your Thoughts"
- IT Service Catalog - Best Practice - Your Thoughts - IT Management Forum (view on Google Sidewiki)

DeskAway

http://fenwalinc.deskaway.com/dashboard.php

in reference to: fenwalinc.deskaway.com - Dashboard (view on Google Sidewiki)

Teamwork PM for Project Management

We've been programming with Ruby since before the days of the Ruby on Rails framework. Needless to say, we were well aware of Rails and the project it came from (Basecamp) from nearly the beginning. Basecamp is a fantastic project management solution that is well-deserved of the attention it gets, but at the end of the day, we use Teamwork PM in our company.

in reference to:

"Here at Overmortal, we've been programming with Ruby since before the days of the Ruby on Rails framework. Needless to say, we were well aware of Rails and the project it came from (Basecamp) from nearly the beginning. Basecamp is a fantastic project management solution that is well-deserved of the attention it gets, but at the end of the day, we use Teamwork PM in our company."
- Teamwork PM for Project Management (view on Google Sidewiki)

PM Boulevard

A site worth looking at

in reference to: PM Boulevard - Community (view on Google Sidewiki)

Truisms

Technology on a bad process just makes the bad process happen faster.

in reference to:

"Technology on a bad process just makes the bad process happen faster."
-  Project Management Bistro: ProjectWorld: Day 1, Keynote Speakers (view on Google Sidewiki)