Rebel’s Guide to PM
JULY 25, 2016
I work in a virtual team. In both my jobs, as a project manager and as a writer, I work in virtual teams, sometimes leading them, sometimes not. That’s why I was keen to read Virtual Leadership by Penny Pullan, and I was lucky enough to get an advance copy before it hit the shelves. I read it in one sitting on a long train journey – it’s easy to get into so it doesn’t feel like hard going to plough through it.
Project Risk Coach
JULY 25, 2016
John, a new project manager, has been failing to exploit and enhance the benefits of stakeholder management. Why? Courtesy of Adobe Stock. John has enough to do without adding superfluous stuff to his projects. He’s not been be convinced of the benefits. If you are a Project Management Professional (PMP), you’ve likely studied Chapter 13 of the Project Management Body of Knowledge – Stakeholder Management , which was added in the Fifth Edition.
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LiquidPlanner
JULY 25, 2016
Since its introduction in the 1910s, the Gantt chart has remained a staple of the project manager’s tool set. Today, it’s still the go-to way of graphically displaying all of the tasks that make up a project and their progress towards completion. Traditionally geared towards the planning of large-scale Waterfall-type engineering projects, Gantt charts are now also being adapted for use in Agile and other more dynamic environments; they’re featured in just about every piece of project management
Project Risk Coach
JULY 25, 2016
This is a guest post from Colin Gautrey, an author, trainer and executive coach who has specialized in the field of power and influence for over ten years. He combines solid research with deep personal experience in corporate life to offer his audiences critical yet simple insights into how to achieve results with greater influence. He is the creator of the Stakeholder Influencing Masterclass.
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Musings on Project Management
JULY 25, 2016
We're all supposed to coordinate. That's written somewhere in the PM literature and taught in bureaucracy school everywhere. And so I was impressed with this bit of wit: "Successful coordinating mechanisms depend on mutuality. The greatest chance of success derives from mutual benefit tied to sufficiently high priority programs. "[beware of the] weak coordinating level of [just].
Herding Cats
JULY 25, 2016
If you can't explain what you are doing as a process, then you don't know what you are doing - Deming. Process is the answer to the question How do we do things around here? All organizations should have a widely accepted Process for making decisions. "A New Engineering Profession is Emerging: Decision Coach," IEEE Engineering Management Review , Vol. 44, No. 2, Second Quarter, June 2016.
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