Provocative thinking from the field.
Creativity and sound project management processes are not mutually exclusive. History’s most innovative artists were still guided by disciplined methods; so, too, today’s creative project managers, and most of them haven’t lost an ear in the process.
New product development doesn't get done with paper and pen any longer. Nor is the back of the napkin the preferred receptacle for brainstorming. While the creative process is still fundamentally messy (and human), managing it efficiently is vital to business success. How can project portfolio management contribute?
When recruiting team members, you can help even the busiest or most reluctant prospects find their project within yours. In Part III of our Developing Project Community series, the author explains his journey from half-hearted beggar to fully engaged listener, and how a brief, open conversation can win deeper involvement from participants.
Why do many would-be champions of process, from project managers to the executive ranks, seem to follow an ad hoc approach when it comes to their own responsibilities? In a new series on “making project management work,” editorial board member Mark Mullaly tackles the contradiction, and the reasons behind our resistance.
In the first installment of his new series, editorial board member David Schmaltz lays the groundwork for “discovering project community,” and discusses how the concept differs from traditional team approaches, including the pitfalls of over-responsibility and an “us-versus-them” mentality.
Why the travails of Hobbits and Kings just might offer some real-life lessons for managing your project. The takeaway: stay focused on the destination (the outcome) and don’t stick to a single route (the plan of action).
A sizable segment of successful project managers thrive on resolving chaos, solving problems, accepting the high fives, and moving on to the next threat that guarantees more thrills. Their approach is future-centered; they have a clear vision of the completed project, and how to go about getting there. They’re Type Cs.
The final article in this six-part series describes the entrepreneurial mindset and energy at the root of free market projects. You probably have it, according to the author. Whether you're willing to exercise it is an entirely different issue.
Throughout history, both economies and projects have resisted a variety of strategies for “managing” them. It’s as if projects, like economies, have minds of their own. And perhaps they do. Because no one produces anything remarkable watching a clock, free market project managers create the conditions under which entrepreneurial inspiration thrives.
An emphasis on guidelines over rules … corporate commitment over control … value over processes … competency over accumulated knowledge. And other thoughts on what the future of project management could and should look like.