Volume IX - Issue IV - April 2007
Tips and Techniques
Project Management - Art or Skill? By Fumiko Kondo How can organizations develop people with strong and effective project management skills? Is a project manager someone whose potential can be identified and developed systematically? This article provides a roadmap for identifying future project managers and an approach for developing their capabilities. In most organizations, project management is an unrecognized discipline; it is assumed that one can become a project manager (PM) after demonstrating a talent as, say, a software developer or business analyst. Thus, a stellar employee may become a PM with little knowledge of what it takes to manage projects effectively. Too often, the result is that new PMs find themselves unprepared for the role. Their first project fails to meet its goals, and questions arise about whether they can handle subsequent projects. Read complete paper in English
Fostering Project Communication – By Suresh Malladi People and their expectations create the larger environment in which projects are executed. Communication can make or break projects. Project Managers have enormous responsibility in building solid communication models that aid as an instrument for clear, concise and timely information to cater to the goals, the expectations, the tasks, the reviews & feedback and the required mentoring during the project cycle to foster success and transparency in the project.If so, communication can be a strategic tool not only for project and external communication but also for internal communication and improvement. Project management and project communication are becoming more complex as multi-location project execution is coming into the picture. The challenge multiplies if it involves working with vendors. Having vendors globally can make it even more complex. A robust communication model should be in place to handle communication for in-house projects or geographically dispersed in-house projects or vendor executed projects. The goal of the communication model should be. Read complete paper in English
Why Executives Should Care About Project Governance
By Darshana Patel, PMP Executives today cannot escape the ubiquitous message that reliable practices in project management have become a necessity and no longer a luxury. Many factors contribute to this state, including such drivers as increased competition from the global marketplace, regulatory scrutiny, expedited innovation cycles, and more demanding consumers. Many organizations now manage their business through projects, leveraging sound project management practices for competitive advantage. In fact, many organizations are protective of their project management practices, often housed in a PMO (Project Management Office), and treat this knowledge as intellectual property. The project mindset has come to permeate all aspects business, generating increased efficiency and effectiveness in cross-functional initiatives. Read complete paper in English
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