Skip to Content

Jeff Hodgkinson

About: Jeff Hodgkinson

Jeff Hodgkinson is a 33+ year veteran of Intel Corporation, where he continues on a progressive career as a senior program/project manager. Jeff is an IT@Intel SME and blogs on Intel’s Community for IT Professionals for Program/Project Management subjects and interests. He is also the Intel IT PMO PMI Credential Mentor supporting colleagues in pursuit of a new credential. In 2012, he earned an IAA (Intel Achievement Award), Intel’s highest recognition, with the team for work in implementing an industry-leading private cloud solution. Jeff received the 2010 PMI (Project Management Institute) Distinguished Contribution Award for his support of the Project Management profession from the Project Management Institute. Jeff was the 2nd place finalist for the 2011 Kerzner Award and was also the 2nd place finalist for the 2009 Kerzner International Project Manager of the Year Award TM. He also received the 2011 GPM™ Sustainability Award. He lives in Mesa, Arizona, USA and is the Assoc. VP for Credentials & Certifications for the Phoenix PMI Chapter. Jeff holds numerous certifications and credentials in program and project management, which are as follows: CAPM®, CCS, CDT, CPC™, CIPM™, CPPM–Level 10, CDRP, CSM™, CSQE, GPM™, IPMA-B®, ITIL-F, MPM™, PME™, PMOC, PMP®, PgMP®, PMI-RMP®, PMI-SP®, PMW, and SSGB. Jeff is an expert at program and project management principles and best practices. Email Jeff at jghmesa@gmail.com or avp-professionaldevelopment@phx-pmi.org.

All Articles and Webinars by Jeff Hodgkinson

The Keys to the Lazy Project Manager – What is “Productive Laziness”?

Written on January 9, 2013, by , , and

Gareth, Gary and Jeff would like to thank author, Peter Taylor, for sharing his material and writing this article with us, which is adapted from material previously released by Peter (see thelazyprojectmanager.com for more details). ‘Progress isn’t made by early risers. It’s made by lazy men trying to find easier ways to do something.’ Robert…

Root Cause Analysis and Corrective Action for Project Managers

Written on October 3, 2012, by , , and

Project managers have the immense task of juggling requirements and resources that are often not under their direct control in order to produce the required project deliverables within the limited constraints to which they must adhere (scope, time, quality, etc.). Even if the perfect project plan could be designed and executed, it would not remove…

Measuring the Value of a Program Management Office

Written on August 22, 2012, by , , and

Many organizations have contemplated or implemented program management as a means of managing inter-related projects within their organization, with varying degrees of success. For the purposes of this article we refer to a Program Management Office (PgMO) as a vehicle which can be used to manage the life-cycle of a specific program or, if a…

Please enter your email to continue viewing