Prioritization of projects involves making competing decisions. Sometimes the competition is between projects. At other times, the competition is between departments and business units. The decisions we make are based upon different projects, to accomplish different outcomes, by different areas of the organization. We aren't comparing apples and oranges; at times, we are comparing kumquats and bathroom tissue.
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Alot of project management is wrapped up in the idea of scheduling. Many project management software packages put the management of schedule front and centre; for some, it's all they really actually provide support for managing. Project management courses emphasize the ideas of managing the critical path, building Gantt charts and analyzing PERT networks. Much stress is created about project schedules, milestones, dependencies and deadlines.
This webinar focuses on various aspects of piloting change in organizations when change is largely implemented via projects.
The advent of social media brings with it exciting new communications opportunities within projects. It also brings a new kind of risk. In the age of social media, project managers have a whole new communications dynamic to manage in their projects. This can create a radically different communications plan. It can also create the need to define communications recovery strategies and can impact how we define roles and responsibilities within projects.
As project managers we often have projects handed to us. We are often not involved in defining the compelling reason to make the change or do the project. Our involvement often begins with a: “Hey Sue, would you take this one on?” And off we go to plan and deliver the project, sometimes in a bit of a vacuum that can bite us along the way.
We hear a lot about portfolio management. It’s a term that is often misunderstood or at least used to represent a variety of ways to manage multiple projects. But what is the approach to establishing an effective portfolio and determining the projects to include? How do we know what to put in the portfolio bucket?
Facilitating virtual project team meetings requires some conventional thought with a good dose of some out of the box thinking. A good project manager prepares well for all meetings and especially for those meetings held at a distance. In virtual meetings, the project manager needs to find creative ways to engage participants and know what people are really doing at the other end of a call. Have you ever attended a virtual meeting where someone is called upon and they don't answer or when a question is asked? Don't let that happen to you.
Even when speaking the same language, we all interpret words in our own way, with our own filters and supported by our personal or organizational context. We sometimes forget that others may define or react to the exact same word much differently than we do. In addition, organizations and areas within organizations may use and interpret the same word differently, depending on the context. As project managers, we don’t always understand the impact various contexts and these different interpretations can have on an organization’s ability to successfully implement change. As such we may find ourselves dodging verbal hand grenades – terms that can blow our organizational change projects right out of the water!
Project HEADWAY: Tools of the 21st Century PM - An Examination of 3 Different Tools Every PM Should Have
The project management profession has been around for more than a century and will continue to be relevant for the foreseeable future. We know that project managers are often equipped with a multitude of technical tools that support them in effectively managing a project that aligns to strategy. The opportunity to learn about specific capabilities and tools that support the project beyond the technical aspects is sometimes limited. This presentation presents three relatively universal capabilities that project managers will practice for a long time to come. We'll zero in on three specific and pragmatic tools that the project manager can use to effectively manage projects to there desired outcomes.
In projects it is important that the project manager know who's on first.. They can facilitate the negotiation of and agreement to project roles. They can also orient people to their role. And the sooner the better. The sooner those involved in projects understand their role and how it relates to the roles of others on the project, the more effective they can be in their roles when executing the project. Everyone knowing who's on first can prevent much confusion and reduce the number of problems you encounter on a project.