Let’s face it our business partners have to deliver more and more competitive products and services and in this day and age most of their initiatives require a technology effort to be successful. The CIO and his/her management team need to field these requests and figure out how to implement them without the ability to expand their delivery teams. The pace of business moves too fast these days to have requests come in from email, untethered requests made directly to technology teams, or conversations in the hallway.
As project managers we are frequently running so fast with our projects that we rarely have the opportunity to pause to make some adjustments to make our efforts more efficient. With the velocity of projects and project changes today we must evolve to avoid burnout and project failure. In today’s blog entry we discuss modern project management using a “socially enabled” approach to project management. -
The journey towards enhanced project delivery frequently begins with the implementation of a program management office (PMO). Unfortunately these efforts frequently come up short. The reason a PMO implementation frequently fails has nothing to do with process or technology issues. Frequently management sets up a small budget, hires a PMO manager and says “straighten things out”.
In the end this PMO manager has been unknowingly setup for failure. In this blog post we explore some common reasons PMO implementations fail and how to avoid making those mistakes.
Surprisingly enough, one of the most common questions heard when an organization first starts out to implement some Project Management improvements is “What is a project?” and “What is a portfolio?”. At first these might seem like a very simple question, but when one delves into what is really being asked the question becomes a lot more interesting. Frequently the person asking the question is really asking “What qualifies as a project vs. what qualifies as an ‘Activity’ or ‘Task’?” and “Will I have more than one project portfolio?”.
The answer to these questions can vary from organization to organization. The simplest answer is “it depends”. To help wrap your mind around these topics we will provide some background and examples that you can use as a starting point.
So you have decided that it’s time for a career change. You’ve done the resume thing, utilized the contacts in your professional and personal network, gone on interviews and now it looks like you are going to get an offer for your dream job. Time to pop the champagne, right? Wrong. Often times there is a “final step” that most us see as a formality, the reference check. -
There are a multitude of project and project portfolio management tools available on the market today. For organizations with a limited number of projects, a limited resource pool, and/or a limited budget, a "PMO Light" approach can work well.
Here are just two examples of how PMO Light can be implemented:
Welcome 2014! Everything changes over time, but one thing that will most likely not change in 2014 is a business’s desire to grow top line revenue while keeping expenditures low.
At the same time employees are looking to grow their career, increase job satisfaction, and increase their income. I guarantee if you were to get an honest answer from your staff about their New Year’s resolutions at least half of them would include some kind of career aspirations.
With these two competing forces it becomes clear that organizations need to work hard to retain valued staff members. The key to retaining these staff members is to be able to offer opportunity while not breaking the corporate piggy bank.
Want to get more control over your projects but not sure where to begin? We have you covered. The most important thing to remember when embarking on a road to better project delivery is to keep in mind that you need to show your organization value fast and continue to show value over time.
There's one project leadership challenge that I dread above all others: talking with a team member who is underperforming relative to the needs of the project and/or the unrealistically high standards of excellence that I hold for myself and others. It's not that I'm conflict averse. In fact, there are times when I flat out enjoy a roiling argument or a self-righteous rant. In those cases, I don't bloody well care what the other party thinks of me, nor whether the relationship will be in tatters as a result. Hey, sometimes I'm even purposely torturing the poor bugger! But when it's a friend, colleague, or team member with whom I'd like to have some kind of continuing civility, maybe even a productive working relationship, it can be downright paralyzing. "What if I screw it up?" I muse to myself. "What if I inappropriately blurt out my frustrations with their perceived ineptness?" I ruminate. If they are critical to the success of the project, and rather difficult to replace in a pinch, I wonder "What if they tell me to get stuffed, scream that they never want to see my ugly puss again, or simply spend the remainder of the project seething quietly, hostility oozing from every pore, while deftly undermining every important aspect of the project within their grasp?" It's enough to stop me dead in my tracks just around the bend from their office, or freeze my index finger poised just above the bright green 'call' button on my brand new iPhone. - - Kimberly M. Wiefling, M.S. - ProjectConnections
No investments can be effective in the long term without consideration of risk. The consequences of not doing adequate business continuity planning can be potentially disastrous.
The outcomes of inadequate risk management span the gamut from financial losses to a loss of customer goodwill that may well threaten the long-term viability and survival of a firm. Today, with an increasingly unforgiving regulatory environment and legislation such as Sarbanes-Oxley that requires business technology systems to function without error, executives need to be concerned about risk management more than ever before. - Baseline Magazine
Times are tough, and project managers need to understand how the downturn may affect their operations. Baseline interviewed two project management experts, Michael Welles of EdWel Programs, a project management training company, and Lou Russell of Russell Martin Associates, a consulting firm, to feel the Project Management Office’s pain. - Baseline Magazine
In this installment of Getting the Best Out of Geeks, we spoke with project management guru Dr. Steve Flannes to get the scoop on the ten biggest people-related mistakes that IT project managers can make. As the principal of the consultancy Flannes & Associates, he specializes in managing people through projects and is the author of Essential People Skills for Project Managers.
Many of your valuable geeks are most at home while working on big projects. Because these IT projects can make or break managers, it is critical that you consider how to best utilize the people who carry them out. - Baseline Magazine