Today's world is influenced by change. Project managers and their organizations need to embrace and sometimes drive changes to keep up with the pace in highly competitive environments. In this blog, experienced professionals share their experiences, tips and tools to manage and exploit changes and take advantage of them. The blog is complimentary to the webinar series of the Change Management Community Team and is managed by the same individuals.
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No matter where you are on the career ladder, consider creating a roadmap for moving forward by comparing your current state to the requirements needed to achieve your career goals—and then identify the actions you need to take to make it all happen. Use this template in conjunction with the article What’s Your Career Plan?
In his first article, the author examined design and preconstruction in tier 1 construction projects (over US$ 100 million). This entry in the series explains the contracts and contractor requirements for planning. The project management plan consists of multiple parts requiring contractor submittal and owner approval. The elements of the plan are described along with instructive stories and lessons learned.
As project managers, we strive to learn from our past experiences, and we guide and teach others to do the same. We leverage approaches such as lessons learned to fine-tune the methodology, all to make each project better than the last, and sometimes we succeed. However, when navigating the domain of the unpredictable, these traditional lessons learned often “come up short” for advice, hence the need for a different type of lesson that I call “strategic lessons learned.” Each lesson has a short quote that is purposed to help one retain the value of the lesson, and to keep it more entertaining the quotes are written using rhetorical humor, satire and a touch of inspiration – but you can be the judge of that. I will provide context and background for each lesson with the hope of providing project managers of all types and experience levels a variant way of looking at issues and concerns that impact our projects.
We have witnessed the dawn of a new era of advancing technology. In the mid-1990s, fundamental research exploded and placed the foundation for advancement as well as the commercialization of products. That was history and now the creation of another technology race, somewhat like what we experienced during the Internet era, but moving faster and larger in terms of potential $$$ dollars. Quantum technology has created a global race that has resulted in multiple commercial product lines that have already begun to see real-world business application.
When differences in understanding or expectations arise between project stakeholders, clients, partners or developers, it is the project manager who is often caught in the middle. One of the best bridge-building strategies is storytelling—and one of the best stories is about purpose.
An organization that isn’t failing at anything is either paralyzed strategically or dangerously unaware of what’s actually going on. Indeed, successful organizations often fail more than faltering ones, but they leverage the experiences into positive stepping-stones.
Risk management can suffer from too little or too much supporting infrastructure, be it tools, techniques, training, templates or technology. Getting these elements right enables the risk process to deliver the expected benefits to the organization and its projects.