In many—if not most—cases, the management team that ultimately has the greatest difficulty in coming to terms with the nature of the change is frequently the same management team sponsoring the effort in the first place. While certainly paradoxical, it also creates significant barriers to successfully implementing projects. This article explores how to change that.
The Perceived Need for Specialist Project Managers
One of the favourite arguments of project managers is how portable their skills actually are. Can they move from IT, for example, to engineering? In reality, the challenge today is more complex, as we see an increasing emphasis on specialization even within disciplines. What does it mean for developing our careers?
Through The Looking Glass: Tools Arent Process, But Process Is A Tool
Project scheduling tools don’t do project management. Yet we still look on tools as the solution to solving our project management problems. This article explores why that isn’t a good idea.
So Where Do I Start? Building The Effective PMO
For anyone having to implement a PMO, a not-insignificant question is “Where do I start?” The needs are often numerous, and the demands overwhelming. Like any large and complex problem, however, we need to break it down into components that we can successfully manage.
Developing Project Managers Into Organizational Leaders
When we think of truly effective project managers, it is not the technical that often stand out. Yet in many instances, it is these same ‘hard’ skills that get emphasized over and over in project management development programs. A look at the other capabilities necessary for in developing truly effective project managers.
The Ethics Of the PMO
For many organizations, the PMO reflects all of the challenges of matrix organizations: all of the responsibility, and none of the accountability. Moreover, they often serve two audiences: project managers and senior management. To whom do they owe the greatest accountability?