In my previous blog, I listed and explained briefly what needed to be elevated to ensure we used correctly the main constraint of organisational/cultural change projects, namely the capacity and will to change of the humans involved in and/or impacted by such projects. In this blog entry and at least the four others to come, I will discuss the different means of elevating the “capacity” part of this constraint.
Project Management Blogs
Project Control - Is it just an illusion?
In my last blog I was talking about earned value and my impression that it is not being used very much. I got some good responses to it and it seems like most of you agree. So, when going through the bloggers normal pain of finding the next topic to blog about, I got to thinking. What else in project management sounds good and right in theory, but is not always as pretty in real life? And project control jumped to my mind. One of those terms that sounds clear and scientific, but when you look behind the processes, it is not always pretty. I have been on many projects in my career, and I cannot say that I ever felt totally in control of one.
Monitoring Many Small Projects
Steering committees tend to focus on large, high profile projects. Yet senior managers have a responsibility to ensure that all projects align with corporate direction and that the benefits projects promise are indeed realized.
The concern is that in most organizations there are usually many smaller projects that consume a significant portion of the overall project budget.
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The concern is that in most organizations there are usually many smaller projects that consume a significant portion of the overall project budget.
Market Turmoil 2008; Two Lessons Learned
I am writing this entry as the US government is feverishly working on measures to prevent the financial system from a collapse. The very same pundits who were yesterday busy predicting the brightest of futures and unstoppable growth of the market, act today as if they have “known all along” and readily dispense new prophecies.
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The Agile Project Manager—The Cost of Transparency
As I learn and grow my agile experience, I continue to find value and power in the notion of transparency. It’s one of the softer of the agile tenets and one that gets mentioned, but rarely emphasized as a critical success factor.
So what is transparency? Let me give you an example. In many agile instances teams and structure don’t simply come into being. Usually functional managers or other leaders put some serious thought into the composition of teams:
Project Management Tips
Project management has become an urgent priority! In the last few years, I’ve yet to see a client or talk with a business contact who hasn’t been concerned about achieving the results of key projects – on time, on budget and on target with expected results. Undoubtedly, there has never been a more important time than today’s new normal business environment to deliver project results – increase revenues, decrease costs, partner with customers, etc.
More Articles...
- Do Agile Projects Need Project Managers?
- Preventing a Trip Over the Waterfall When Introducing Agile Methods
- From the Sponsor’s Desk – Delivering Portfolio Management Light
- Project Management and Office Politics
- Velocity Part 4 – What needs to be Elevated in the “Capacity and Will to Change” Constraint
- Five Rules for Project Success
- Why so much Talk about Earned Value? Who Uses it?
- Where Risk Management Trumps Quality Principles
- Now Stop Wasting People
- Project Management Priorities
- Agile Project Management—Driving Value or Where’s the Beef?
- Who Is Responsible for Declaring that a Project is Troubled?
- Governance for IT Work Intake – One Size Definitely Doesn’t Fit All!
- From the Sponsor’s Desk – Eight Steps to PPM Implementation Success
- My Project is Harder than Your Project
- Velocity Part 3 – Five Basic Steps to Effective Constraint Management
- Is the Business Analyst a Product Owner or Tester on Agile Projects?
- Project Management Training in Europe and in the USA. Part 2
- Different Project Managers for Different Projects
- From Good to Bloody Excellent
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