Methodologies are a topic of extended debate, with different sides questioning the value and even the necessity of having a formal process in place. Arguably, however, we don’t just need one — and we might even need four.
Methodologies are often viewed as strict, disciplined and rigorous. Process is about consistency. But do they do so at the expense of allowing creativity? And how do we find the appropriate level of balance?
In one of his earliest articles for gantthead.com, Mark explored the role that process, structure and role plays in the successful management of theatrical productions, and the lessons this has for projects in other industries.
The road to project management often starts with ‘we need some of that’ and immediately progresses to ‘let’s get some training’. Without an appreciation of why this training is being offered, or what is expected as a change in behaviours, however, means that training efforts often fail to have the impact that they should.
The role of project managers is changing. Projects have evolved to become strategically focussed collaborators, operating at times at the highest level of the organization. This creates challenges for project managers as well as for the organizations that employ them. We need to rethink what it means to manage projects, and how we develop project managers to take on this critical role.
For many, the idea of ‘project management software’ has started and finished with project scheduling tools. Today, the internet has opened up an entirely new array of tools for collaboration and communication. What does this mean for project management?