By Tim Bergmann, PMP, ABCP

This document is second in a series about the Seven Deadly Project Sins.

In this narrative, I want to focus on some of the “soft-elements” of the project, some temptations that the project manager needs to be on the lookout for in order to foster success on the project.

The Seven Deadly Project Sins as I have defined them are:

• Elitism

• Project Envy

• Resource Gluttony

• Project Lust

• Personalization

• Over-allocation of Resources

• Best Practice Sloth

The second Deadly Project Sin – Project Envy can affect you as a project manager.

On the Internet at www.wikipedia.com you can view this definition of envy:

About the Author:   Tim Bergmann Mr. Timothy S. Bergmann, PMP, ABCP is a highly qualified project manager with three decades of experience managing a wide variety of information technology projects. Mr. Bergmann's experience includes project management, operations management, infrastructure planning and implementation, business continuity planning, customer service and business development.  In 2006 he co-authored the best selling “CISA Study Guide” marketed by Sybex. Mr. Bergmann currently manages training development and delivery as Director of Education for True Solutions, Inc. in Dallas, Texas.  He can be contacted at tim.bergmann@true-solution.com.

By Michelle LaBrosse, PMP

Editor’s Note:  This article provided courtesy of Cheetah’s Know How Network.

In today’s digital world, what employers are looking for may surprise you.  They assume you’re going to be technologically literate and that you have the skills that are specific to your industry.  Once you have the basics, they want to know that you can perform, achieve results and play well with others.

According to the National Association of Colleges and Employers Job Outlook 2007 survey, employers rated communication skills, and honesty and integrity equally at the top of their list of what they look for in potential employees.  Following closely behind communication, and honesty and integrity were:  interpersonal skills, motivation/initiative, strong work ethic and teamwork skills.

What struck me as I read those skills was that all of them are inherent in Project Management, and it emphasized what I’ve believed for years:  Project Management is a career accelerator.

About the Author:   Michelle LaBrosse, PMP Michelle LaBrosse, PMP, is the founder and Chief Cheetah of Cheetah Learning.  An international expert on accelerated learning and Project Management, she has grown Cheetah Learning into the market leader for Project Management training and professional development.  In 2006, The Project Management Institute, www.pmi.org, selected Michelle as one of the 25 Most Influential Women in Project Management in the World, and only one of two women selected from the training and education industry.  With a B.S. in Aerospace Engineering, and an M.S. in Mechanical Engineering, LaBrosse has done extensive postgraduate work with the Massachusetts Institute of Technology Center for Advanced Educational Studies and with the University of Washington Industrial Engineering Program in accelerating adult learning with respect to meeting core business objectives.  Michelle is a graduate of the Harvard Business School’s Owner & President Management program for entrepreneurs, and is the author of Cheetah Project Management and Cheetah Negotiations.

People Management in Projects

By David Brojt

During the Workshops in Company that I conduct, one of the main activities in which participants work, organized in teams, is the development of the graphic representation of what a project means to them. The strange thing is that, despite later in the workshop everyone agrees on the fact that people management is one of the most complex elements in the moment of leading a project, when representing it graphically; people don’t show up in more than 80% of the cases.

If we take into account that we behave according to our beliefs and paradigms, the graphic representation that doesn’t include the “people” component, indicates underestimating, right from the beginning, its importance in the success of the project. Consequently, in this note we will try to share some tips on the management of the people that take part in a project. This is not minor if we agree on the concept that a project in the knowledge era is mainly composed of three elements: first one is people, second one is people, and the third one is...people.

 

Read complete paper in English | Spanish

 

 

About the Author:   David Brojit David Brojt has a degree in Business Administration. He also is a Public Accountant. In both cases he graduated from Buenos Aires University, Argentina. He is a professor in Buenos Aires University and a guest lecturer in Business Postgraduate courses in private universities. He also is a guest lecturer in Latin-American seminars and collaborates with articles in prestigious publications. He is author of the book Project Management,a leadership and execution approach for projects (published in April 2004, reprinted in June 2005, a next reprint in progress 2007), Granica publisher, Buenos Aires, Argentina. He works since 1999 as a Project Management Consultant. Before that he worked as a Senior Manager in one of the most prestigious international consulting firm. He has helped to carry out strategic and operational efficiency projects in Argentina, working with leading companies recognized at an international level.  David Brojt can be contacted at dbrojt@fibertel.com.ar.

 

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