ICPM

I have wanted to write about this topic for a while now.  For those of you who believe that Project Management must be followed absolutely or those who believe that Project Management must be done the “Right” way – sorry.  This article will only aggravate you.  Let’s talk about some of the things that we hear far too often from gurus and pontiffs about how you must manage your projects. 

I hope that since you are reading this, you are a project management proponent and interested in “spreading the word” so to speak.  Many of us find ourselves a lone voice in the wilderness singing the praises of project management, yet unable to make any headway. 

Why is this so and what can be done about it? How do we get those obstinate so-and-sos to listen? 

In one way we are our own worst enemy.  Our consistent success and brilliant performance is often interpreted by others as an inherent talent.  In other words, we are seen as good at project management in the same way that musicians are seen as good musicians – it’s a talent thing.   Now, not taking away from anyone’s talent, our personal attributes are not the only cause of our success – you know that or you would not be reading this.  The first hurdle then is to demonstrate that skill AND talent make good project managers, that you can learn this and be good – never as good as those of us who are truly talented, but – hey - not everyone can be the best... just us J This means that success alone can not demonstrate the benefits of project management – let me say that differently – the prevailing mindset in a capability-maturity ignorant world is that people alone create success.  

I’m not saying that a great process can overcome incompetence, it can’t.  Nor am I suggesting that you credit your achievements solely to a great methodology (you worked hard!) – so what do you do? There are a lot of actions you can take, but since I’m a PMO guy, I’ll start there.  In the case of building a PM culture, a PMO can succeed where individual achievements fall short.  A PMO is an organizational entity, and as such does not suffer from the success conundrum. 

When a PMO succeeds, the prevailing opinion will be “they must be doing something right.”  This process-oriented point of view is an opening into organizational consciousness.  If you don’t have a PMO, consider creating a community of practice around project management.  Meet with other PMs and share ideas and practices.  Publish these on the company’s intranet (if you have one).  Send emails on PM topics or print articles and pass them around. 

I’ve really had some good luck with sharing short articles and ideas via email.  In fact I just sent another one using Josh Nankivel’s article on Theory of Constraints.  The cartoon is great, and fun communications never hurts!   So that’s my first two cents, PMOs and other PM-based organizations are a great way to demonstrate and communicate the benefits of our profession, get together with your peers and spread the word.

 

Every software professional that has been part of more than one project knows for sure:no two projects are the same. Different circumstances make most software projects unique in several aspects. And with different situations come different approaches to handle project life effectively: there are mutliple ways to “do” a project. Different circumstances require different approaches.

In today's world, knowledge is the asset many organizations started to recognize as being the most important aspect for creating a competitive edge in a highly volatile business environment.

Refraining from buzz words and terminology often used by management and research, knowledge is the accumulation of thoughts and skills that give a person or an organization its ability to survive, compete and prosper in the this changing and challenging world.

Work by many researchers like Nonaka in his book 'The Knowledge Creating Company' and many other researchers worldwide, has given a new dimension for knowledge management in organizations.

The research went into the details of human interaction which generates and promotes the dessimination of knowledge. Unlike manothers who advocate an Information Technology infracstructure as being the fundamental core of a knowledge system, Nonaka thinks that it more a human issue and culture than mere computers and databases.

 

 

Your project is in trouble.  You know it.  Your team knows it.  But somehow you have been able to keep it from your management.  You need a quick fix.  But there aren’t any.  What can be done to get back on track?  Since yesterday's ideas didn't help, here are some suggestions that might point you in the right direction.

For an organization whose fundamental work is the delivery of projects, it is extremely important that projects are viewed as a source of learning.

Project delivery is a process that produces an abundance of knowledge. Project teams encounter problems, assess and monitor risks, evaluate baselines, watch budgets and finance and manage stakeholder needs and expectations, as they do, they generate knowledge that is contained within the team.

Project managers deal with dynamic environments. Their role is not only to deliver projects on time, within budget and to the required quality, but extend to include other aspects that are equally important.

When I first thought of setting the PMP exam, I had one main objective in mind. To widen my horizon and gain the necessary skills to deliver projects.

Many of my colleagues, not all, were basically aiming for a certificate. This in my view is not sufficient to demonstrate one's ability in project management.

It is very important that we consider the PMP as a step forward, and not an end in itself. For indeed with the skills proven by the attainment of such a reputable certification, one can improve project performance by applying the principles of project management on the ground.

The Value of a Project Schedule: "Failing to plan means planning to fail".In my mind, that sums it up.  But this article will focus on providing some more detailed benefits.Contrary to what you might be thinking, this article is NOT some type of promotion for the use of Microsoft Project.  As a matter of fact, your schedule could be developed on a napkin, providing you (and your team) develop it, and manage with it!!

This is the process of identifying, analyzing, and planning for risks. The PM keeps track of the identified risks, reanalyzing of existing risks, monitoring trigger conditions for contingency plans, monitoring residual risks, and reviewing the execution of risk responses while evaluating their effectiveness. It is done by using techniques, such as variance and trend analysis, which require the use of performance data generated during project execution. Project work should be continuously monitored for new and changing risks. Other purposes of Risk Monitoring and Control are to determine if: