Project Management
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151 items found

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University of Maryland, PM College Partner

University of Maryland's A. James Clark School of Engineering and PM College team up to provide project management courses for working professionals.

Unlearning PM: Don't Task, Don't Tell

by David Schmaltz

Can projects managers better serve their teams and achieve more valuable results by not getting involved in task-level planning? Yes, because the real-time judgment of those who are executing the tasks will probably be more constructive and insightful than a detailed plan created before work even began. It’s not abandoning the plan, but using it more as hypothesis than directive.

Unlearning PM: Play Ball!

by David Schmaltz

We set out to learn the project management body of knowledge before learning that our projects’ communities are more knowledgeable and capable of guiding us than our earlier indoctrination acknowledged. And that our notions of what it means to play the project management game need some situated experience and a lot of unlearning before they do us much good. Then we start inventing games that work better for us than following the old rules ever did.

Unlearning PM: Seeing Different

by David Schmaltz

Most project managers are introduced to a way of seeing projects that is more reductive than holistic — more focused on work breakdown than flow and value creation; more metrics-measured than self-regulating. In Part Two of the series, the author explains why an emphasis on inputs, outputs and certain processes might hinder performance and, ultimately, project value.

Unlearning PM: The Control Dilemma

by David Schmaltz

Widely used project control methods often require more maintenance than the systems (and the people) they are intended to control. The pursuit of control becomes more burden than value facilitator. But on real-world projects, independent agents act in ways no closed-loop or anticipatory control mechanism could predict — and often for the better.

Unlearning PM: Who’s Managing Whom?

by David Schmaltz

However you might define project control, you should question its purpose before attempting to accomplish it. Otherwise, you may default to a control strategy poorly matched to your intentions and your project’s purpose. There’s considerable evidence that individuals, not managers, PMOs or progress reports, exert the most meaningful control over successful projects, and that external controls compromise this inherent capability.

Unlearning Project Management

by David Schmaltz

In project work, widely accepted fallacies continue to squeeze out effective practice, often by executive edict. Above all, the favored “operations management” approach trivializes the complexity and uncertainty of most projects, creating self-inflicted problems that seriously undermine performance.

Unleashing the 'Pow!' in Power Skills

by Mike Griffiths

How can we motivate team members from passive compliance (or even worse, resistance) to committed dedication or even passionate innovation? Paying a salary does not motivate someone. Enter power skills to the rescue.

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