How do you think about your approach to project management? Is it something well defined and fixed? Is it evolving and flexible? Is it mystical and incomprehensible? Or is it so innate and ingrained that you don’t even think about it? It’s an important question to consider, and one we don’t necessarily explore very often.
What We Are Still Getting Wrong About Quality
We’re getting quality more wrong than we are right. Which is fascinating, when you get down to it, because quality is the foundation on which project management is built. Why is this a problem? When everything is a constraint, nothing is.
Quality Isn’t Free. But It Just Might Be a Worthwhile Investment.
Quality takes time, effort and hard work to realize. So what does that mean for project managers? Does it mean we need to be investing even more in our project management processes? Do we need to be learning arcane techniques for statistical process control and total quality management? Do we really need that Sigma Six black belt after all? Not necessarily.
Making Programs Work: Straighten Up and Fly Right
There are some very real distinctions that are present between programs, projects and portfolios that are frequently misunderstood. Sometimes this misunderstanding is accidental, and occasionally it is by design. And some misconceptions have the unfortunate consequence of skewing the focus away from just what makes a program actually a program.
‘I Am Not A Stakeholder, And I Don’t Need Managing!’
Project managers have a stakeholder management problem. Or, to be more precise, they have a problem with a lot of stakeholders who endlessly resist being managed. So why the gap? Where did it come from? How did it all get this ugly? And what’s to be done about it?
Manage the Requirements, and Let the Project Manage Itself
Are you making the same mistakes over and over again? Managing the requirements well is critical for project success. Do this, and you will succeed. Fail to do this, and you’ll suffer the consequences.