The One Minute Manager (by Ken Blanchard and Spencer Johnson) is a deserved best-seller. Its guidance is simple and valuable for any manager. So how does it translate for a Project Manager? Could you be a One Minute Project Manager?Continue reading…
In last week’s article, we looked at how to make robust project decisions. This week, I want to turn up the pressure to look at rapid decision making in projects.
What can you do to maintain the rigor, transparency, and reliability of your decision making, but also turn up the speed?
Projects have a familiar lifecycle that gives you a framework to understand, plan, and deliver them. So this video will introduce you to the Project Lifecycle, and the four essential stages.
Dr Mike Clayton, founder of OnlinePMCourses, explains what those four project stages are, and why they should be familiar to you.
If you are new to projects and project management, this is the most valuable start to your learning.
One of the challenges a new Project Manager faces is project decision making. It is easy to find the constant stream of small decisions overwhelming. But there’s more to it than that. Some decisions are big, and getting them right is a matter of good governance.
And so we have the two requirements of project decision making:
In this article we are going to focus on the need for good, robust, accountable project decision making. In next week’s article, we will look at how to satisfy the need for speed, and make a good decision in a hurry.Continue reading…
Social power is the ability to influence other people. And Project Managers need to influence your stakeholders. So an understanding of Power Bases in projects is a valuable tool for your kit-bag.Continue reading…
It’s the start of your Project. A great way to set the tone – and to get work done – is to host a Kick-off Meeting.
A Project Kick-off Meeting is one of those things that is easy to do… and hard to do well. On the face of it, all you need to do is gather your team, and conduct a meeting. Simple.
But what are you going to talk about? And how will you facilitate it? These questions are important, and they are what this article will address.Continue reading…
In the previous article we started our investigation of the Project Management Office (PMO). In this second article by ‘Lazy Project Manager’, Peter Taylor, we see his remaining six lessons.
In Introduction to the PMO – The Absolute Essentials You Really MUST Know, we saw the first four of Peter Taylor’s lessons for a successful PMO:
We also learned about the four styles of Project management Office, and the five levels of PMO maturity. If you did not read that article, it would be a good idea to do so before you read this one.
Let’s now look at Peter’s Project Management Office lessons 5 to 10.Continue reading…
The Project Management Office (PMO) in a business or professional enterprise is the department or group that defines and maintains the standards of process, generally related to project management, within the organization.
I was pleased to do an interview recently, for the Project Management Paradise Podcast. It was called Risk Management Explained.
You can hear the interview on their page. And do also browse some other excellent interviews, at Project Management Paradise Podcast. I certainly shall.
Project Scope is simple in concept; but hard in practice. It is a measure of the breadth and depth of your project. Put another way, it is everything you need to do.
We call the process of defining the scope of your project, ‘scoping your project’.
Come to think of it, scoping your project isn’t just hard; it’s the hardest part of project management. After all, it’s at this part of your project management that you have to reconcile all of the different needs and desires of a wide range of stakeholders, of varying influence, importance and attitude. Scoping is fundamentally an exercise in negotiation.
But here’s the thing. If you get your project scope wrong at the outset, you will end up with the wrong outcomes. Not only that, but you will also have angry, upset, and frustrated stakeholders. And no one wants that!Continue reading…