Volume X - Issue VII - July 2008
PM Tips and Techniques
Making Lessons Learned a Worthwhile Investment By Melvyn Lee, PMP We are all familiar with the adage “those who don’t plan is planning to fail”. There is another one that is cast into the same mould, “Those who don’t learn from their past will bound to repeat it some where in the future” The world of project management is full of unpredictability and changeability. The value of lessons learned is to convert as much as unpredictability to predictability thereby engaging the variables in a project in a much controlled environment. Since there is a beginning and an end to every project, every attempt must be made to deliver an end product with maximum cost saving, contracted deliverables are satisfactorily accepted, skilled resources are assigned, minimum or no slippage and of course reduce as much errors as possible. To know all of these areas require a conscious effort from the part of Project Managers to make sure the messages are correctly convey to others as well. There is, therefore, a heighten awareness on the importance of capturing key or memorable events, incidents or crisis in written words that can be used to avoid the same ditch others have fallen into and develop improvements in future projects. We need detours if possible! Read complete report in English
The Technical Support Project: By Randy Miller, Director of Services, Journyx Your Staff Today Even if your current staff is doing a good job, you will still have to bring new people in to help you rise from the ashes. I know you don’t want to fire the people you have today—that can be unpleasant—so give it some time and the problem will probably resolve itself for you. Your current staff will naturally turn over when they get tired of listening to complaining and blaming. Your task will then be to hire better than you have in the past. The Hiring Process Each employee comes with their own set of technical skills, personality quirks and attitudes, so give plenty of thought to what your hiring criteria will be before you even begin. The easiest way to approach this is to make a list of the minimum technical skills that your new team must contain, and then narrow that list down to determine which skills each individual must have for their specific job. Read complete paper in English
Avoiding the Top Five Traps of Technical Project Management By Bob McGannon, PMP Managing technology projects can be one of the most challenging arenas of project management. Ironically, it is rarely the technology itself that presents obstacles for the technical project manager. Being mindful of the most common traps that await the unsuspecting project manager can help ensure your technical projects don’t end up as financial disasters that don’t deliver expected function, and diminish the reputation of yourself and your technical organization.
The intent of a project is to move the business to a better place. That better place can mean increased efficiency, additional capabilities or an improvement in the accuracy of the business’ output. Regardless of the nature of the business improvement, it is enhanced process that will drive the superior results. It is not necessarily as a result of a tool, a new IT system or improved technology – these are only the catalyst for the improved process which drives business results. Many project managers and their teams mistake the new technology as being the output of the project, rather than the enhanced process that results in conjunction with implementing new technology. Read complete paper in English
The Project Management Office By Thomas B. Clark, Ph.D Introduction Most companies today face the necessity of executing a continuing stream of strategic and highly complex projects. Examples of such projects include the development and introduction or implementation of new products, processes, and systems; design, construction, maintenance, or relocation of major facilities; marketing campaigns; mergers and acquisitions; and special events. Any given company may have dozens of such projects underway at all times, and success on each project is essential to achieving and maintaining competitiveness. Each project team is typically quite diverse – consisting of people who represent different functional areas of the company, have different educational backgrounds, live and work in different nations and cultures, and may even speak different languages. The individuals who are selected to manage these projects face major challenges, especially since their primary job (such as engineering, marketing, etc.) may not involve project management as a primary requirement or skill. To support their project managers and to increase their probability of success, many companies have begun to create and staff a “project management office” (or “PMO”). The purpose of this paper is to explain the general concept, purposes, specific responsibilities, and requirements associated with an effective project management office. Read complete paper in English
Think, Dream and Do! By Michelle LaBrosse, PMP® Ahhhh summer time. It’s that season that conjures up our youth and returns us to a simpler, more idyllic time before our responsible “adult life” took hold. I remember the magic of being on the ocean with my family and being outside in my neighborhood as the dew fell on freshly cut grass. Now, when I think of that time, I realize the key is to bring that kind of magic along with us every day and cultivate it in any season and at all ages. So, as you plan for your summer vacation this year, pack more than your favorite book. Save a little space for thinking, dreaming and doing the things you love. Here are my eight tips for making your own magic in any season. Read complete paper in English
Risk in Projects
It’s About Changing Behaviors By Glenn R. Koller When first approached to contribute a newsletter article on risk in projects (and in general), I was both flattered and enthused. Subsequent reflection did nothing to decrease the feeling of flattery, but my enthusiasm was damped by the sheer preponderance of messages to be delivered. It was clear that anything resembling a credible job could only be done through a series of articles. So, here’s the first one which will focus on behavioral change. Some of you might be looking for the conveyance of risk-related technical practices in these notes. You won’t be disappointed – such techniques will be addressed in future articles. Where to begin? Given that I will be discussing the many facets of risk, it seemed prudent to first define the term – “risk,” that is. Read complete paper in English
|
PM World Today™ is a trademark of PMForum, Inc.
PMWT™ is a trademark of PMForum, Inc.
The information on this web site was checked for accuracy and authenticity when last updated. If there is any accidental infringement of copyright, the publisher of this site apologize for their actions, and would like to be notified. In addition, the publisher of this site cannot bear responsibility for the actions or the results of action of individuals or companies arising from use of information and advice contained within it.
PM World Today Privacy Policy Terms and Conditions.
© Copyright 2008 PM World Today
© Copyright 2008 PMForum, Inc.
unless otherwise noted.