ProjectManagement.com - Projects - Manage - Communications

The Path to the PMP (Part 5)

Thu, 23 May 2013 04:00:00 GMT

A few articles ago you committed to getting in PMP shape. Every muscle from head (Integrating) to foot (Closing) has been used. It's time now to start working very specific areas. Up first: Project Scope Management.

The Path to the PMP (Part 6)

Thu, 23 May 2013 04:00:00 GMT

As we continue our PMP workout, we look at the Project Time Management knowledge area--which involves six processes that interact with each other and are described as discrete and sequential, but in reality may overlap.

The Path to the PMP (Part 7)

Thu, 23 May 2013 04:00:00 GMT

The best part about Project Cost Management is that there are only three processes. And while the first two processes are light dumbbell lifting, the third throws some heavy barbell exercises your way. Are you prepared?

What You Should Know About Kanban (Part 3)

Wed, 15 May 2013 04:00:00 GMT

If Kanban works well on specific software projects, can it be scaled to facilitate Lean throughout an organization? Here we look at how Kanban can be thought of as a general purpose change management approach for your organization.

Keeping the Schedule on Track

Wed, 15 May 2013 04:00:00 GMT

If the schedule only exists to track what happened, it is a fairly useless tool. It will be glad to talk to you about the project and tell you how horrible things are, but that is not what project managers need. Here are some ideas for using the schedule to help the project instead of just using it to document failure.

Why Giving Up Control is Good for Your Methodology...and Your Projects

Mon, 13 May 2013 04:00:00 GMT

If we want better projects, we need to be better at our project management. But is consistency and formality the answer? Is demanding adherence to a common process what is required to get to "better"? The evidence here is mixed.

How to be Extraordinarily Agile

Thu, 09 May 2013 04:00:00 GMT

On an agile project, we often must accomplish the extraordinary. Yet how can we do so when we must work with such...ahem...ordinary people? Here are some suggestions for helping your group of ordinary individuals to accomplish the extraordinary on your agile project.

How to Adapt Leadership for Evolving Teams

Thu, 09 May 2013 04:00:00 GMT

There is no exact science for people. Just as our project processes should be context-specific, so too should our team processes. Depending on whether your team is brand new, establishing itself or stable, the way we interact as managers and leaders should be tailored to fit the circumstances. Here are some pointers.

What Do Your PMs Think of Your PMO?

Tue, 07 May 2013 04:00:00 GMT

What is your PMO's reputation among the PMs it serves? There could be a lot of distrust. Through experience, one manager discovered some potential problem areas that you may want to look at in your own organization.

How Emergency Response Helps Project Execution

Mon, 06 May 2013 04:00:00 GMT

While many projects may not have to adopt the elements of the Federal Incident Command System, some are set up to resolve a certain time-bound resolution of organizational priorities and can reap the benefits.

Topic Teasers Vol. 8: Project Data Flow

Wed, 01 May 2013 04:00:00 GMT

Question: My team seldom seems to be able to communicate effectively about project data and reports, even using the most specific common words. And we disagree on whose meaning is correct. How do we find a reputable source to rely on to clear up these misunderstandings?

A.	Whichever team member has the most years with the organization should be allowed to define terms for the team to adopt. Defer to this person.
B.	The field of knowledge management is being used as a common foundation for defining terms for the project management field and beyond.
C.	Ask the person who has the most recent PMI certification, as those with older certifications may not understand today's project management practices.
D.	The National Association of Project Management Dictionary should be the standard for all project managers, regardless of where they reside.

Navigating Conflict

Wed, 01 May 2013 04:00:00 GMT

When two people are working together, there are going to be disagreements. Project teams are no exception, but there are good ways to navigate this conflict without completely derailing the project.

Phased-Based Governance

Mon, 29 Apr 2013 04:00:00 GMT

Governance happens in projects all the time, and a well thought-out governance process can be a powerful project tool. In this article, we will examine why governance is necessary, where governance is most effective and how we as project and program managers can use governance to powerful effect.

PMO-level Issue Management

Wed, 24 Apr 2013 04:00:00 GMT

Every project has an issues log. But what about the PMO? Does your PMO manage issues and maintain an issues log? Do you look for trends across the issues of different projects and take proactive steps to address them? Do you attempt to prevent issues through good communication? In this article, we look at a model for PMO-level issue management and suggest ways that it can improve the quality of projects that your PMO is responsible for.

Involving Governance Stakeholders (Part 1)

Mon, 22 Apr 2013 04:00:00 GMT

It was the best of times--your project seemed to be going along swimmingly. It was the worst of times--suddenly there was a surprise from a governance stakeholder. Will you avoid the guillotine?

Pardon from the Governor

Mon, 15 Apr 2013 04:00:00 GMT

It doesn't seem to matter what methodologies are used--success is not a guarantee. While eyes always turn to the PM for blame, isn't it time we examined why another significant party should also be sharing that burden?

Promoting Shared Leadership

Thu, 11 Apr 2013 04:00:00 GMT

Agile methods suggest replacing top-down, command-and-control management with empowered teams and shared leadership. That all sounds nice, but what exactly is shared leadership and how do you get it to happen?

In Case of Pandemic, Break Glass

Tue, 09 Apr 2013 04:00:00 GMT

Do you have a readiness plan in place for potential pandemics? Even if you feel protected or isolated from such an occurrence, having a readiness plan can also serve as an important reinforcement to customers and stakeholders who are dependent upon your continued performance and success.

Whose Fault is This, Anyway?

Mon, 08 Apr 2013 04:00:00 GMT

While "blame" is not a constructive term to use in establishing where things went wrong, every element of a project should have clearly defined owners. If it isn't clear where that ownership lies, there's a fundamental problem in the way your project is structured. Here we look at how we can establish that ownership--and ensure that the model is applied effectively.

Big Picture Governance

Mon, 01 Apr 2013 04:00:00 GMT

The stress of dealing with the governance committee can quickly cause the word "governance" to become a four-letter word. Learn how to work the system to make governance effective and actually helpful to the project.

Building a PM Community

Mon, 25 Mar 2013 04:00:00 GMT

There are many ways that a project manager can find or create a community of support--and it extends beyond the project management office. Here we offer a few suggestions and starting points for finding communities for project managers.

Back to the PM Future!

Wed, 06 Mar 2013 05:00:00 GMT

To look into the future--more often than not--you must first look back. But if we are to do that and look ahead to envision what the future of project management might look like 10, 20 or even 100 years from now, looking at how the past envisioned the future may help point us in the right direction and show us where that journey into the future is headed. So what did the future look like, in the past?

Topic Teasers Vol. 4: Phantom Teams

Mon, 04 Mar 2013 05:00:00 GMT

Question: My project "teams" are random, siloed people housed all over the building. We never meet, and multiple project managers all use the same departmentalized individuals to complete activities. How do I get them to prioritize my work requests?

A.	Ask your organization to restructure from a traditional hierarchy to a projectized organization.
B.	Offer free coffee mugs, t-shirts and award certificates each time someone completes an activity for your project.
C.	Show your manager that having these people moved to a common workspace for the duration of your project will add value to the project deliverables.
D.	Transition yourself from a project manager to a project leader and create a sense of connection and personal relationships between these random, siloed workers.

Avoiding Chaos in Meetings

Mon, 04 Mar 2013 05:00:00 GMT

Meetings are the lifeblood of projects, but they can quickly dissolve into chaos if not facilitated correctly. A few tricks will keep things on track and the meeting finished on time.

Project Communication: Caught in the Middle

Thu, 28 Feb 2013 05:00:00 GMT

It would be simple for a development team to use agile software development practices to improve their development process, likely reducing the injection of defects and possibly increasing their productivity. But what happens if they don't? A lesson in communication and human behavior may help.

Topic Teasers Vol. 3: Agile Nearshoring

Tue, 19 Feb 2013 05:00:00 GMT

Question: My organization outsources to save money, but it creates communication issues and other problems for my agile team. Can offshoring (outsourcing) work effectively for non-collocated agile groups?

A.	Yes, but success may depend on how far away from your collocated team the outsourced resources are located.
B.	No. Agile practices stress collocated teams. If you are not based together, there is no way for an agile approach to be effective.
C.	Yes, but only if the teams switch the locations where they live every six months so that each group learns the language and culture of the other.
D.	No. Agile was created in the United States, and therefore it is only intended to work for American teams.

Diving into the Project Plan

Mon, 11 Feb 2013 05:00:00 GMT

The project plan can be a strange environment of murky waters, but the adventurous project manager can see clearly if they dive in and explore the depths.

Leadership in Projects: Back to High School

Mon, 04 Feb 2013 05:00:00 GMT

Whether a project manager has a lot of experience or none at all leading teams, there are some basic guidelines they can follow in order to lead people successfully. A trip back to high school shows us three key roles the PM must play.

More PM, Interrupted

Tue, 22 Jan 2013 05:00:00 GMT

Interruptions are one of the main battles we face each and every day. What can a PM learn from them about how to manage personal productivity in a world of digital distraction?

Training a Psycho PM

Wed, 02 Jan 2013 05:00:00 GMT

Projects need resolute leadership, which emphasizes the importance of project management decisions. They can make a project successful, but they can also make a project fail. That is why obscure human heuristics (mental disposition) and biases (personal inclinations) are so important. PMs need to know how these can influence decisions, along with firmly commanding traditional decision-making techniques.

My Big Fat Post-Mortem Failure

Wed, 12 Dec 2012 05:00:00 GMT

There's nothing like getting the bitter taste of failure out of your mouth with poison from your attempt to get information to do better next time. Change the language used in the post-mortem to change the tone.

The Gift of Failure

Mon, 10 Dec 2012 05:00:00 GMT

When one PM looks back at his project career, he knows it has had its share of missteps--hurdles both large and small that weren't so easy to clear. Here, he relates an early and misguided experience.

Failing Hard, Failing Easy

Mon, 10 Dec 2012 05:00:00 GMT

There are many ways a project can fail, but it's how the project manager handles the failing project that will make a big difference in how the failure impacts the people and organizations involved. Are you going to make this easy or hard?

Widget Thinking

Mon, 10 Dec 2012 05:00:00 GMT

While our activities involve human interactions, creativity and collaboration, many managers act as if their organizations should function like a well-oiled machine. Mechanistic thinking is so embedded into the work of project managers and knowledge workers that we often fail to notice it, and that needs to change.