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Project management Resources

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Wednesday, 15 August 2012 10:15

What Encourages Team Members to Pull Together?

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One defining characteristic of any team is their shared purpose. I always ask about it when I meet a new team. The answer is usually beige, something like, “We do the social media component.” Stronger teams have an identity, a vivid purpose, or an inspiring vision. Such teams ask themselves, “What must we do together that is larger than any of us, requires all of us, and for which none of us can claim individual victory until it is done?” [i] In some cases, a team will reflect their identity in a name. [ii] Basic affinity between the members is necessary for…
An approach to defining and implementing your collaboration model How adept an organization is at collaboration can be a competitive advantage or, alternatively, a source of significant risk. The general makeup of project teams has been shifting to a more diverse, virtual makeup as organizations spread out geographically and increasingly work with multiple stakeholders on projects. Project management approaches that do not take into account increased communication and collaboration needs created challenges for which organizations are ill prepared. While the market is flooded with tools that claim they can improve collaboration, purchasing a new tool and weaving it into a…
Wednesday, 01 August 2012 04:00

Our Love-Hate Relationship with Rules

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Thomas Edison once said, “Hell, there are no rules here – we’re trying to accomplish something.” Rules, rules, rules. They constrain us, can make us feel patronized, and conflict with our git ‘er done ethos.  But without them…sometimes we’re a mess! I certainly felt like one earlier this summer while watching our son play his first lacrosse game. There we were on the sidelines trying to figure out what the heck this game is all about. Most of us watching were veteran hockey parents entirely familiar how things work in that game. But this was the first lacrosse game most…
Wednesday, 01 August 2012 01:00

The Importance of Having a Project Charter

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The Project Management Body of Knowledge (PMBOK) defines a project charter as a document that formally authorizes a project. The project charter is not created by the Project Manager. Instead, it is issued by the sponsor to empower the Project Manager with the authority to begin the project and obtain resources for project activities. The project charter should include at a minimum the following: business need for the project which links the project to the organization's overall strategy stakeholders and their initial requirements objectives or quantifiable criteria that must be met for the project to be considered successful definition of…
Wednesday, 25 July 2012 05:00

Saving Time When Hiring a Project Manager

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INTRODUCTION Hiring a project manager is a real challenge. A good project manager has to be capable of combining interpersonal skills with the technical aspects of project management. Unless you either personally know the person or have a personal recommendation from someone you trust who knows exactly what you are looking for and what the candidate has to offer, you won’t know if you have the right person until after they have started work—although you might quickly learn that you have the wrong person if things start to turn sour quickly. Hiring starts with knowing what you need and why…
Wednesday, 11 July 2012 00:00

In Defense of Project Instability

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Doubtlessly, many of us have experienced project(s) that seem to have been the direct opposite of the prescribed organizational and/or well-heeded PMBoK methodology we have been duly trained in.  When describing the project environment of a  relatively recent experience (aka project assignment) I was involved in, it would be more accurate to suggest the project footings were as steady as typing on a tablet while riding a unicycle.  In many respects, designing/architecting (a sort of planning) gave way immediately to execution, and the operational steady state was an interesting afterthought.  The focus of the article  (setting aside the issues of…
Communication is widely recognized as being among the most critical responsibilities of any program, project or portfolio manager, given prominent standing by the Project Management Institute in A Guide to the Project Management Body Of Knowledge® (PMBOK® Guide). However, even with extensive guidance in this critical area, there is less clarity regarding how to devise and implement an effective project communications strategy. This article provides fundamental recommendations proven critical to success at any level of complexity, whether a small project, a large program including multiple interrelated projects, or a troubled project in need of recovery. This guidance is also beneficial…
Tuesday, 03 July 2012 23:00

Don’t Be Confused by Quality

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What is quality? There are many different definitions of quality thus the term may cause confusion for project managers. For the Project Management Professional (PMP) exam, you need to understand that quality is defined as conformance to requirements. The Project Management Body of Knowledge (PMBOK) defines quality as "the degree to which a set of inherent characteristics fulfill requirements." Quality management involves ensuring the project meets defined needs. The PMBOK states that quality management "ensures that the project will satisfy the needs for which it was undertaken." With quality defined in these terms, you can begin to appreciate and more…
Tuesday, 26 June 2012 07:00

Conflict Management

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Many of the questions on the PMI Professional Project Management (PMP) exam will be situational and will deal with handling conflict because this is such an important and challenging topic. Most of the time, conflicts on projects occur over the following issues:         Schedules Priorities Manpower Technical issues Administration Personality conflict Cost
Getting the Most from Your Project StaffPart 3 of a 3 Part Series As a Project Manager you are tasked with getting work done through others.  It may seem simple, after all these individuals are assigned to the project team and just need to do their job. But this is not reality.  What is reality is that project resources are often assigned work beyond your project and may even be involved in other projects.  It is typical in the popular matrix project organization that team members do not report directly to the project manager, but rather a functional manager.  This…