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Mark D. Gibson PgMP, PMP
Tampa, Florida
Enterprise Program Manager for IBM. Certified PgMP and PMP with the Project Management Institute (PMI) and certified with IBM as an Executive Project Manager. My experience crosses many technologies, technical spaces, and business spaces.
Interests: Passionate about program and project management. an avid outdoor person who is constantly on the go and trying everything. Along with my two sons, we scuba dive, love the water including the beach and pool. i also spend my fair share of time out in some physical activity here in Tampa. I love people and am always interested in talking.
Recent Activity
good morning Email http://fietsfabriek.eu/joinrequests.php?control=cwcbaqn2p8yr171 Mark Gibson Continue reading
This post discusses a common solution to project slippage and how to prevent from being in that position. Continue reading
This post discusses Time and Materials contracts and how this contract type is managed. It includes recommendations and identifies myths about this contract type and how project managers may have assumptions that do not prove true. Continue reading
This post discusses the synergy between the stressful work environment of the Project Manager and our health/Fitness. Continue reading
This article written by John Neffinger and Matthew Kohut and published in "The Daily Muse" is an excellent definition and description of Presentation tips. Continue reading
This post examines the mechanisms available to project managers when issues arise and the organizational structure of services organizations that best support their project managers. Continue reading
This post discusses the transition between a software sales cycle and the delivery phase. The risks associated with and benefits associated with involving project managers in the pursuit are discussed. Continue reading
This post discusses the potential role of a project manager during a commercial software license sale and the advantages a software sales person can reap by having the PM involved. Continue reading
On rare occasions I come across an article that compells me to publish directly in this blog. The November/December 2013 issue of CrossTalk published an article by Scott Ambers and Mike Line that met this standard. Their article entitled "Disciplined Agile Delivery: The foundation for scaling Agile" is a description of how to scale agile to the enterprise and program level. It is a unique approach for how we in the project management can overcome many of the challenges in implementing agile outside of either a production development organization or on a limited project basis. Continue reading
This post defines additional benefits a program or project manager can derive from using user stories/use cases instead of requirements. It explains how these stories can be used in different scenarios including testing and training as well as how to leverage the stories for maximum benefit Continue reading
This post defines a set of steps project managers should follow when developing a project plan. It includes the well known steps of the WBS but also additional not so well known steps the author believes are critical to project planning but not extensively executed. Continue reading
This post defines a high level approach for rebuilding customer confidence when a project is in a red status. It discusses the steps in the process as well as how to conduct those steps. Continue reading
This post discusses the number of Work Breakdown Structure (WBS) levels are needed on project plans. The appropriate answer depends on multiple conditions that are discussed as part of the post. Continue reading
This post examines and questions the traditional role of documentation on today's projects. It offers both circumstances when documentation is needed and offers circumstances when traditionally project managers have created documents but may not need to. Continue reading
This post reflects on and defines thoughts on planning for the inevitable unplanned activities that occur on most projects. The post defines planning mechanisms and how those mechanisms assist the project manager in working through the unplanned activities. Continue reading
This post defines the similarities and differences between use cases and requirements. It also goes further to identify some additional advantages and value use cases can add to a low risk project plan. Continue reading
Do we need a stabilization period? This post examines the relative need for stabilization period and identifies methods to minimize the need. Continue reading
This post examines the resource skillsets needed to effectively execute a prototyping based methodology. If defines the required skill sets and how those skill sets work into a prototype activity. Continue reading
This post explores the notion of pricing consulting engagements based on either effort or duration. It defines the differences, common misconceptions, and defines a suggested approach. Continue reading
This post highlights an article written by Kevin Daum. A good article published on Inc.com. My post expands on the ideas and how the assertions apply to project and program managers Continue reading
This post challenges the historical notion of requirements gathering being an integral part of a project. It provides alternatives to this technique of defining "What" features and functions a software solution must have. Continue reading
This post investigates the personality traits and skills inherent in successful Program and Project Managers. It reviews the perspectives of leading sources and provides insight into the rationale these traits and skills are needed. Continue reading
This article written by Jeff Hayden and published in Inc magazine is a terrific illustration of how time management and focus are key drivers to individual success. Continue reading
This post focuses on the concept of the status meeting and how these meetings can be a distraction to the project team. The post also suggests different mechanisms to gain project status that improve project team efficiency. Continue reading
This post explores the underlying management processes inherent in all projects, their role in project planning and defines a mechanism to formalize these processes. Continue reading