Travis K. Anderson, MBA, PMP

Performance Based EVM

by Travis K. Anderson, MBA, PMP January 22, 2010 Training

Many of us have experienced frustrations with obtaining useful program performance data. It is not always an easy process of maturing project management and earned value management best practices…

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What’s in your library?

by Travis K. Anderson, MBA, PMP January 13, 2010 Books

Many of us work in different industries, have different experiences, live in different parts of the world, and are from different generations, but I bet we all have a few books in common among all of us here…

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Cognitive Strategy & Attained Leadership

by Travis K. Anderson, MBA, PMP October 20, 2009 Grab Bag

Guest post by Travis Anderson We continuously read about how innovative projects execute and deliver products and services that have never been done before. In terms of formulating strategy on our programs, I sit here and wonder how cognition of strategy determines the future results on our programs. Since cognition is primarily based on past [...]

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Strategy – Its all in the sauce

by Travis K. Anderson, MBA, PMP September 28, 2009 Leadership

Guest post from Travis Anderson

According to Jack Welch, strategy is very straightforward in life. On page 165 of Winning, he says, “You pick a general direction and implement like hell.”

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Power: Case inquiry

by Travis K. Anderson, MBA, PMP September 14, 2009 Grab Bag

Guest post by Travis Anderson

Yukl and Falbe define seven types of leadership power. The authors decided based on research that the dichotomy of positional power and personal power was a two-factor concept of leadership power.

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Leadership: Consistent with Change

by Travis K. Anderson, MBA, PMP September 7, 2009 Leadership

Guest post from Travis Anderson As Thomas N. Gilmore reports in his article, Effective Leadership During Organizational Transitions, leaders of organizations or programs are to focus on the seams between the subordinate roles and the overall strategic relation of the business unit to its environment. Gilmore also suggests that the organizational chart be drawn in [...]

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