Heresy - or why there aren't 10 laws of Project Management
The Success Conundrum
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.
Using Stakeholder Analysis in Software Project Management
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.
So, what about knowledge
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.
How to Really Fix a Failing Project
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.
Managing Project Knowledge
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.
Stakeholder Management
PMP - Success Story
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.