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Are you Managing the Right Projects? By Giancarlo Duranti, PMP |
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Published on Thursday, July 01, 2010 - 03:57 PM |
Traditional project managers focus on efficiency which means getting the job done successfully balancing the Competing Demands1 : scope, time, costs, resources, quality and risk. But what about the business results for which the project was created? Projects do not look like investments. They are investments! Why? Because someone put some money into the organization to finance its business strategy, which means money was used to fund those projects that support the business strategy. He, she or they, the investors, as a consequence, would like to receive, at certain point, some money back from their investments. This is called Return On Investment or commonly referred to as ROI. Project Management is supposed to help them to achieve the expected organizational strategic objectives. As a consequence, what happens nowadays is that project managers are asked to be active participants during the projects evaluation and selection process in order to undertake the alternative that brings most benefits to the organization.
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Are you Managing the Right Projects? By Anselm E. Begley, PMP |
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Published on Thursday, July 01, 2010 - 03:52 PM |
All of project managers love projects that will employ their knowledge, experience and unique competencies and capabilities and hate projects that don’t. Often a project manager (PM) knows when they are assigned to a good project and when they’re not. PMs hate projects that are “bridges to nowhere”, “solutions looking for a problem to solve” or a manager’s ego trip. Ultimately they want projects that will optimize their skills, enhance their knowledge, and make them more valuable and marketable to executive management or their client. The problem is that they rarely participate in project governance and they rarely get the chance but if the opportunity affords itself, the PM must know something about the governance area. It affords them an opportunity to contribute positively and perhaps influence the choice of projects assigned.
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Ask Harry: Root Cause Analysis 101 – The Fishbone Chart By Harry Rever, PMP – Director of Six Sigma |
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Published on Thursday, July 01, 2010 - 03:35 PM |
You know what one of the biggest obstacles is to improved performance? Not getting to the root cause. Many times, in our efforts to improve results we treat the symptom, not the root cause, so inevitably we have to revisit the problem. Obviously, this results in costly rework, delays, and inefficiency in the utilization of resources. It is also demoralizing when employees and team members have to constantly work on the same problem over and over again.
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Positive Leadership in Project Management – Strategies for Leadership, Lessons Learned from The Lives of Lee and Grant By Frank P. Saladis, PMP |
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Published on Thursday, July 01, 2010 - 03:25 PM |
The project manager, upon receipt of an assignment, is immediately placed in a leadership position. Regardless of the size and complexity of the project, a team is waiting to be led. A few years ago the Wall Street Journal included the following quote in within one of its editions; “The news media doesn’t talk about world managers, it talks about world leaders.” People don’t want to be managed, they want to led. The project manager is expected to understand the leadership needs of the team as well as the expectations from management about results. This requires the project manager to develop a plan, or more appropriately, a strategy, that will establish and sustain a well connected, trained and effective project team that produces the desired results.
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The 5 Goals of a Project Manager By Jason Westland |
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Published on Thursday, July 01, 2010 - 03:19 PM |
As a Project Manager, you need to manage people, money, suppliers, equipment – the list is never ending. The trick is to be focused. Set yourself five personal goals to achieve. If you can meet these simple goals for each project, then you will achieve total success.
These goals are generic to all industries and all types of projects. Regardless of your level of experience in project management, set these goals for every project you manage.
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Risk Doctor: Hitting the Target First Time, Every Time By Dr. David Hillson, PMP, FAPM |
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Published on Thursday, July 01, 2010 - 03:12 PM |
Projects are risky undertakings. This is because they are usually unique and complex, based on assumptions and constraints, with a range of stakeholders, and dependent on the performance of people. Given these tough challenges, it is not surprising that some projects fail. How are we doing?
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Tip of the day:
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