Claude Emond is one of the founders and president of Qualiscope Enterprises, a project management consulting, coaching and training firm based in Montreal, Canada. He has degrees in chemical engineering from Canada's Royal Military College (BEng) and Montreal McGill University (MEng), a MBA from Ottawa University, workshop leadership training from Le Centre Quebecois de la PNL, and is a certified PMP. He has over 25 years experience managing major public and private projects. He teaches project risk management in the Schulich School of Business Master certificate in project management and the PMP certification revision class for PMI, Montreal He is one of the authors of the current PMI Standards for Portfolio Management. Claude can be reached at Project Risk Management in 12 Questions
The Rules of Lean Project Management: Part 7
I continue here to expand my set of Rules of Lean PM, following Hal Macomber’s comments in his blog on my original four rules series (http://www.reformingprojectmanagement.com/2008/11/09/883/).
The Rules of Lean Project Management: Part 6
Opening, Adapting and Closing Often
I continue here to expand my set of “rules” of Lean PM, following Hal Macomber’s comments on my original four rules series in his blog (http://www.reformingprojectmanagement.com/2008/11/09/883/).
The Rules of Lean Project Management: Part 5
Rolling the Waves
My little series on the rules of Lean Project Management was supposed to end with Rule No. 4 (Humans, Humans, Humans) discussed in this blog last October. However, I will now expand my set of “rules” following Lean Project Management specialist Hal Macomber’s enlightening comments on my series in his blog (http://www.reformingprojectmanagement.com/2008/11/09/883/).
Just do it!
Implementing best practices and promoting best behaviours on the projects you manage.
For many years now, I have been giving customized project management workshops for various public and private organisations. Most of these organisations had, when they started these workshops, a low maturity level in project management, as defined by OPM3 or similar models. Most of the things I promote in those workshops, the contents of which are validated with customer representatives, just did not exist formally in these organisations when I started this training. Still now, more often than not, those who take these workshops go back and try to apply project management processes and tools that are unknown to their organisation as a whole, hence in an environment that has, apparently, no structure in place to support them.