| Flying under the Radar |
So often consultants enter a new client’s office with our project bag of tools and associated project language. We usually begin by telling our client “how to do” project management, work plans, project deliverables, process improvement, etc”. By the time you have finished your clients’ heads are spinning and the room is filled with the sound of silence. If I was the client I would run out of the room screaming, “STOP”. How about an alternative approach that is “just do it”? I think if we remember that the tools are not the focus, it is the work, we will have more success and a very satisfied client. |
Why PMOs Get a Bad Rap
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All too often we see PMO's that are built without following the same practices we would use to begin a project. Instead, they are built from a prescribed method without consideration for the problem being solved. This is where the trouble begins and the "bad rap" is attached to the PMO. |
| Definition of Insanity: Doing the same thing over and over and expecting a different result |
Do you do the same thing over and over again because it's comfortable, no matter the outcome? In our unique economic environment, complacency equals inflation, inflated project costs that is. Now, more than ever, is the time to consider how to plan, execute and control projects to avoid the excessive cost and schedule overruns experienced and accepted in the past. In order to do so, you have to deviate from your comfort zone. |
| Taking a Good Team and Making It Great |
Project managers do not generally have any real authority over their team, so how can ensure that your team is highly self-motivated? |
| Only One Goal Can Be #1 |
Everyone from the project team to the project sponsor may define success differently, so you need to ensure that they share the same goal. |
| You Can't Manage A Project Without Managing People |
Project managers must use influence and leadership skills to motivate team members to act in the best interest of the project’s goals. |
| Projects Represent Risky Business |
Without a Risk Management plan that considers all potential risks, how they will be dealt with and by whom, you face cost and schedule overruns, project termination and shareholder backlash. |
| Keep Poor Vendor Management From Impacting the Bottom Line |
You should be aware of your options, consider your risks and identify insurance for success for you and your organization. |
| The Cornerstone of Running IT Like a Business |
Having a disciplined method of charging for what is being produced and delivered will lend credibility to the IT service provider. |
Accounting for Misaligned Political Agendas
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Cultural issues, organizational nuances and misaligned political agendas represent significant project risk that is not easily identifiable through standard risk assessments. |
My Manager Can and Will Serve as the PM, But Should They?
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If you don’t have a dedicated project manager, internal and external activities and cross-functional risks may not be identified and your initiative will fail. |
| Every Three Ring Circus Needs a Ringmaster |
If you can communicate effectively to your project team and the necessary participants, it won’t matter how great you are at planning or any other project related task. |
| Turnaround a Faltering Project |
If your project begins to falter a disciplined approach must be followed to recover the initiative, forward your business objectives and ultimately your career. |
