This presentation was provided by Eugene Spiegle of Rutgers University, during the NISO training series "Project Management for the Information Community: Session Seven," recorded on April 15, 2019.

1. Project Management Education &
Implementation
Session 7: April 5, 2019

2. Outline for
Today
Project Management Education
& Training
Professional Certification
Teaching Project Management
(Gene’s Book)
Implementing Project
Management in Organizations
• How to
• Challenges & Solutions
Cross-Organizational Project
Management

3. Guest
Speaker:
Eugene
Spiegle
Educator, Consultant, Entrepreneur & Author
Associate Professor of Professional Practice &
Undergraduate Program Director, Rutgers Business
School
Director of Pathways and Partnerships, Rutgers
Business School
http://www.business.rutgers.edu/faculty/eugene-
spiegle

4. Upcoming Book
Project Management: Where
Practice Meets Theory
by Gene Spiegle & Benjamin Ruffle
Kendall Hunt Publishing Company, 2019

5. Project Management Education & Training
• Individual Training
• Business schools
• Professional organizations like American Management Association
• Online courses
• Other
• Training Teams (In-House or other)
• Ongoing consulting & support
• Implementation
• Project consultation

6. Certification: Context & Usefulness
Project Management Professional (PMP)® The PMP is the gold standard of project management certification.
Program Management Professional (PgMP)® Designed for those who manage multiple, complex projects to achieve strategic
and organizational results.
Portfolio Management Professional (PfMP)® Our portfolio management certification recognizes the advanced experience and
skill of portfolio managers.
Certified Associate in Project Management (CAPM)® The CAPM demonstrates your understanding of the fundamental knowledge,
terminology and processes of effective project management.
PMI Professional in Business Analysis (PMI-PBA)® The PMI-PBA highlights your expertise in business analysis.
PMI Agile Certified Practitioner (PMI-ACP)® Created for those who believe in and apply agile principles and practices on
projects. It also bridges agile approaches such as SCRUM, XP, LEAN and Kanban.
PMI Risk Management Professional (PMI-RMP)® The PMI-RMP certification recognizes demonstrated knowledge and expertise in
the specialized area of assessing and identifying project risks along with plans to
mitigate threats and capitalize on opportunities.
PMI Scheduling Professional (PMI-SP)® The PMI-SP certification recognizes demonstrated knowledge and advanced
experience in the specialized area of developing and maintaining project
schedules.

7. Gene & Benjamin’s
New Book
• Why did you write it?
• What need does it address?
• Who is the intended audience?
• What is the coverage?
• What is unique?

8. Book Outline
Table of
Contents
Introduction and History
Project Objectives and Task Flow
Project Phase Approach
Project Organizational structures
Role of the Project Manager
The Project Team
Project Planning
Work Breakdown Structure & Project Management Guidelines
Project Scheduling & Estimating
Project Controls
Project Risks and Mitigation
Project Reporting & Closeout
Glossary of Terms

9. Implementation in Large Organizations
If there were one
takeaway from learning
more about project
management, what
would that be?
There are many styles
of project
management. What
elements do you see as
common to all styles?
Given the usefulness of
training, should an
organization focus on a
particular approach?

10. Implementing Project Management
Approaches
What’s involved in implementing project management in an
organization like a library / academic institution?
How would you recommend an organization like a large
academic library create a plan to implement?
What are the best ways to begin?
What is the value and role of project management software
and what are the factors involved in selecting software?

11. Cross-Organizational Project Management
• How to work across departments, some using PM and others not?
• How do you work with other organizations?
• Other organization using different style of PM
• Other organization not using project management
• What is different about working with multiple organizations on a
project?
• Does this favor one style over another?

12. Summarizing
Important Key
Issues
Objectives
Scope – Inclusions & Exclusions
Work Breakdown Structure
Importance of Documentation
Estimating
Measurability & Verifiability

13. Questions and Close
Eugene Spiegle
Rutgers Business School
espiegle@business.rutgers.edu

14. Thank you! End of Session 7
Gene Spiegle
espiegle@business.rutgers.edu