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Opinions
Perspectives, Passions & Peeves
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Deming, the PM (Pt. 3)
- by
Josh Nankivel
(August 7)
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Management guru Edwards Deming’s points on continuous improvement, training and leadership can serve as sound guidance in the pursuit of project management excellence. Here they are applied to using lessons learned to improve methodologies, going beyond trial-by-fire training, and knowing the difference between leading and supervising.
[more]
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Notes From A Stress Fest
- by
Kimberly Wiefling
(July 10)
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A veteran project management consultant shares some hard lessons learned from a challenging international engagement, including the importance of identifying the real decisionmakers early on, and the danger of assuming every project sponsor is willing and able.[more]
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PC or Mac, Waterfall or Agile?
- by
Bob Tarne, PMP
(June 5)
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The Mac versus PC debate has been going on for some time with strongly held opinions on both sides of the monitor. More recently, the project management community has been debating agile versus so-called traditional techniques. And there are certainly similarities in how both discussions can be framed and, perhaps, resolved.[more]
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Unlearning PM: Who’s Managing Whom?
- by
David Schmaltz
(May 8)
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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.[more]
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Staking It All On You
- by
Elizabeth Harrin
(April 17)
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As project managers, we spend a lot of time on stakeholder analysis and management, and well we should. We need to identify all the people who can help (or hinder) the project, work out their level of interest and influence, and find the best way to communicate to them. But one stakeholder often goes missing in this process: you![more]
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Unlearning PM: Don't Task, Don't Tell
- by
David Schmaltz
(April 10)
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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.[more]
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Unlearning PM: Seeing Different
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David Schmaltz
(March 27)
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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.[more]
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(Projects) Made In China
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Janet Carmosky and William Carl
(March 13)
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The guoqing (national character) of Chinese project management stresses instincts over methodology. With an education system that churns out resourceful engineers, projects are ready to deliver at the task level. It all falls apart or comes together where project leaders must intuitively translate mission into objectives, and that’s tricky when directives are based more on political criteria than commercial principles.[more]
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In Defense of Frameworks
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Glen Alleman
(March 6)
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The Project Management Institute does not claim the PMP certifies skill or experience, nor should any credible interviewer make this assumption. But experience requires a framework in which to compare its relevance. The real issue is: “How to interview and select good project managers.”[more]
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The Unlearning Principle
- by
David Schmaltz
(February 28)
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Fact is, most organizations want professionally certified project managers, never mind whether certification actually prepares anyone for the hard realities and fuzzy ambiguities most projects encounter. Of course, once the certified project manager is on board, something more than perfect recall of multiple-choice answers is required. And a huge dose of ‘unlearning’ begins.[more]
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