Done well, contract-based project management can deliver the kind of results that simply wouldn’t be possible using only employee resources; done poorly, it can be a disaster.
In this e-book, Luc Galoppin and Daryl Conner bring together their insights on commitment and social architecture. You will learn how the eight stages of commitment apply to an ERP rollout and why it is critical to carefully plan the "moments of truth". This e-book is specifically useful for executives who face an ERP rollout. It helps us to see where we need to be vigorous in terms of organizational change management.
recent blog postings
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Agile, Lean, ToC...these concepts are gaining industry acceptance and increased popularity. Introduced as pure process changes to project teams, organizations quickly learn that there is much more to "becoming agile" or "becoming lean" than introducing a daily meeting or a different set of steps. The result: Fizzled transitions with less-than-stellar results when the impacts of these changes on the overall system are overlooked.
Project Management 2.0
Situation: Youre compiling a project status report and need a quick audit of what youre doing. Project Headwaytasks offer a lot of guidance in managing your projects. One popular feature o ...
Situation: Youre building a WBS and need a quick audit of what youre doing. Project Headway tasks offer a lot of guidance in managing your projects. One popular feature of the process is Q ...
Spotlight On: Career Development
Quality Management is a difficult knowledge area for people to connect with as they study for the PMP exam. Sadly, PMI also recognizes the weakness and includes plenty of questions to test your abilities.
Spotlight On: Workforce Management
Even though we’ve regulated play to children, wannabe children and employee training scenarios, there is a lot of value in promoting play in the workforce.
Question: I love working with my agile team. All the personalities are great, and everyone gets along fine. The problem is one person who we can’t rely on to finish her tasks on time. With no project manager to keep tabs on people, how do agile teams deal with slackers?
|A.||Ask the ScrumMaster to perform the project manager’s task of keeping tasks coming in on time and disciplining non-producing team members. He or she is responsible for team member actions.|
|B.||No one is expecting agile teams to estimate accurately, so allow the person whose work is not done in a timely way to continue at her own pace. Team harmony trumps speed.|
|C.||With a self-directed agile team, the team members must confront the non-performing members to keep the flow of iteration work on track. Agile doesn’t mean “no accountability”.|
|D.||Allow the slower team members to choose the latest tasks in the dependency chain, so that they don’t hold up the team.|
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