Wouldn’t it be great if you could see the world from someone else’s point of view? Maybe that would help with conflict, influence, or negotiation. This is exactly what John Grinder and Judith DeLozier’s Perceptual Positions technique will give you.
Most of the articles on this website are highly practical. They are about how to ‘do’ Project Management. But it seems time to write something a little different… Perhaps something a little more thoughtful. I have been considering what it takes to be a Project Manager.
Small groups are an important part of organisational life. We deploy them to tackle short-term problems and as regular work units. Outside of work, we encounter them in many contexts. It was Bruce Tuckman whose research gave us the clearest and most useful model of how they develop.
One of the most under-used Project Management tools of all is the Work Breakdown Structure, or WBS. For some reason, it seems to intimidate new Project Managers. Yet it is nothing more than a listing of everything you need to do in a structured way. And there is one very friendly and familiar tool that […]
When I am training Project Managers, one of the main concerns I hear is about Project documentation. No-one likes the feeling of bureaucracy. But we do know that some record-keeping is necessary. So what is the right amount of Project documentation? And what is the secret to avoiding unnecessary reports and form-filling?
Project Management is one of the most powerful solutions available to you. But what is the problem it solves? This article is about when to use Project Management and all the tools and techniques that it puts at your disposal.
If you search on ‘Project Management Trends’, you will find lots of articles and reports. Each of these will detail its own list of Project Management trends. However, some of them will overlap, while other will be contradictory. I have pored over as many of these as I can find, and extracted the twelve project management trends […]
You have probably heard of ‘hard and soft Project Management’. In fact, you may have come across an artificially concocted debate about the merits of hard versus soft Project Management. In this article, I want to assess what the terms hard and soft mean, and why they are not in opposition to each other.
One of the commonest reasons clients ask me to deliver training to smaller organizations is because the directors or owners recognize that they need to get better Project Management results. Too often, they find that their projects over-run, go over budget, or fail to delight their clients or customers. Often their recognition becomes urgent. A client has […]
Let’s say you have just been tasked with starting up – or perhaps taking over – a new project. You have a day to read up about it, to think, and to prepare yourself, before travelling to where the project is. Towards the end of the day, you sit down and make a list of […]