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The Highs and Lows of Contract Project Management
byDone 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.
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Process Flexibility: Creativity or Chaos?
byHow strictly should an organization enforce its process methodology? In this article, we look at ways that organizations can provide flexibility to their project managers without damaging the effectiveness and credibility of their project approaches.
What Everything in Your Project Depends On
byIn executing a project, it is up to the project manager and the stakeholders to make sure there is a solid foundation under the project team so that they can be successful.
Can Risk Management and Project Management Work Together?
byRisk management has been taking a backseat to project management. Finding an effective way to manage both processes harmoniously side by side has been a problem…until now.
Why Giving Up Control is Good for Your Methodology...and Your Projects
byIf we want better projects, we need to be better at our project management. But is consistency and formality the answer? Is demanding adherence to a common process what is required to get to “better”? The evidence here is mixed.
What Do Your PMs Think of Your PMO?
byWhat is your PMO’s reputation among the PMs it serves? There could be a lot of distrust. Through experience, one manager discovered some potential problem areas that you may want to look at in your own organization.
How Emergency Response Helps Project Execution
byWhile many projects may not have to adopt the elements of the Federal Incident Command System, some are set up to resolve a certain time-bound resolution of organizational priorities and can reap the benefits.
Should Technology and Process Coexist?
byWith the ever increasing use of technology, how are processes impacted? Our writer feels that technology should be an overlay to the process work--we should start with a solid process and then look for ways that technology could make life easier in the execution of the process. But a colleague doesn't agree...
The Postmortem Process
byUnrehearsed players executing spontaneous postmortems will not reap the full benefits, but cultivated regimens can enable even casual players to consistently succeed and draw expected results in ad hoc postmortems. If you're in a PANIC, maybe it's time to get PACIFIC...
Navigating Conflict
byWhen two people are working together, there are going to be disagreements. Project teams are no exception, but there are good ways to navigate this conflict without completely derailing the project.
The Problem with PMOs and Governance
byOrganizations that take project governance for granted are headed for a fall. There is one area where governance seems to be failing in many organizations, and it's perhaps surprising--the PMO. That is incredibly dangerous, and here’s why...
Phased-Based Governance
byGovernance happens in projects all the time, and a well thought-out governance process can be a powerful project tool. In this article, we will examine why governance is necessary, where governance is most effective and how we as project and program managers can use governance to powerful effect.
PMO-level Issue Management
byEvery project has an issues log. But what about the PMO? Does your PMO manage issues and maintain an issues log? Do you look for trends across the issues of different projects and take proactive steps to address them? Do you attempt to prevent issues through good communication? In this article, we look at a model for PMO-level issue management and suggest ways that it can improve the quality of projects that your PMO is responsible for.
Involving Governance Stakeholders (Part 1)
byIt was the best of times--your project seemed to be going along swimmingly. It was the worst of times--suddenly there was a surprise from a governance stakeholder. Will you avoid the guillotine?
Who's Governing Your Governance Committee?
byIf governance is designed to ensure that project execution occurs appropriately, then who ensures that governance occurs appropriately? To try and avoid conflict, an organization needs to ensure that governance committees operate with a series of guidelines.
Canceling a Project
byIdeally, every project ends in success, on time and on budget. In the real world, projects are canceled--and the project manager needs to be ready for this eventuality.
Recovering from Project Failure
byMajor project failure can happen to anyone. What’s important is to make sure that the organization can recover from such a situation, and that requires both advance planning (it’s too late to start planning the recovery when the disaster has already happened) and strong execution. Is your PMO prepared?
In Case of Pandemic, Break Glass
byDo you have a readiness plan in place for potential pandemics? Even if you feel protected or isolated from such an occurrence, having a readiness plan can also serve as an important reinforcement to customers and stakeholders who are dependent upon your continued performance and success.
Whose Fault is This, Anyway?
byWhile “blame” is not a constructive term to use in establishing where things went wrong, every element of a project should have clearly defined owners. If it isn’t clear where that ownership lies, there's a fundamental problem in the way your project is structured. Here we look at how we can establish that ownership--and ensure that the model is applied effectively.
The Show Must Go On
byManaging issues on a project takes strategic planning and a little finesse so that issues do not turn into show stoppers. Do you have an issue management plan that can handle any problems and still keep the project on track?
Topic Teasers Vol. 6: Leading Without Authority
byQuestion: I work for a non-profit organization and am leading a five-year project supported by a grant. Four years in, I’m still unable to get cooperation from the participants (paid). How do I get them committed so that we have something to show for the five years of work?
| A. | There is no way to achieve performance goals in only five years unless you have full authority over these people. Ask the funder for another three years of funding. |
| B. | Find a few participants who you can pay extra to cooperate, and then use them as examples to shame the rest of the group into compliance. |
| C. | Create a clear performance structure with an irresistible payoff at the end, but be prepared to abide by your own rules if you want to change the participant’s behavior. |
| D. | Non-profit organizations are not planning to receive the expected outcomes promised, as they know from experience that only profit-driven projects can be successful. |
The Cost of PM Efficiency
byNothing comes free, but do you understand the true cost? When we look for ways to improve business efficiency, we consider two primary factors. But sometimes organizations push so hard for efficiency that they ignore the potential impact--and that’s when the problems start.
Topic Teasers Vol. 4: Phantom Teams
byQuestion: My project “teams” are random, siloed people housed all over the building. We never meet, and multiple project managers all use the same departmentalized individuals to complete activities. How do I get them to prioritize my work requests?
| A. | Ask your organization to restructure from a traditional hierarchy to a projectized organization. |
| B. | Offer free coffee mugs, t-shirts and award certificates each time someone completes an activity for your project. |
| C. | Show your manager that having these people moved to a common workspace for the duration of your project will add value to the project deliverables. |
| D. | Transition yourself from a project manager to a project leader and create a sense of connection and personal relationships between these random, siloed workers. |
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"I'm not saying anything. There is no message." - John Lennon |
