In our quest to implement the best project methodology we often forget about forces beyond project activities themselves. I am talking about the ones you deal with every day and that is your physical environment when working on projects. Project environmental factors can have a noticeable effect on the team and PMO.
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Projects inherently involve a lot of communication from a lot of people with a lot of different backgrounds. This type of environment provides a breeding ground for fallacies which results in poor decisions that ultimately hurt the success of the project. Below is a list of ten common fallacies you will see in projects. The list is a subset of what I found in Wikipedia with my thoughts added at the end each definition. Continue reading →
Most project managers have heard of the Project Triangle. It is the scope, cost, and time of a project. It is the three lines of the triangle that the project manager is always monitoring and controlling to make sure a successful project. Continue reading →
While browsing through the Girl's Guide to Project Management (found here) I came across a case study on using SharePoint for Project Management. Having used SharePoint for Project Management I thought this would be a good blog where I could elaborate on the case study.
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The level of detail that a project manager should be involved in a project should not be static. As the project progresses the amount of oversight needed fluctuates and the project manager needs to adapt if they want to make best use of the resources available. For a project manager who does manage at one detail level you have two extremes. Continue reading →
Overview People often get confused with project vs. program vs. portfolio so I thought I would give a quick rundown of the differences. Below is a simple diagram showing the relationships between each word.
PMO and Value Expectations When someone says PMO most people think of a team of Project Managers with a long list of forms and procedures that everyone needs to follow. This might have been true in the past, but these days their is an greater expectations of the PMO to provide more value to the company. It is not enough to say you completed your project on time, schedule or budget if you can't prove those projects brought value to the company. This value expectation can vary greatly between companies and even within different departments of a company. Continue reading →
One of my favorite diagrams on building a strong team is the pyramid from the book 'The Five Dysfunctions of a Team' by Patrick Lencioni (see below).
What I want to do is discuss this chart as it relates to project management and from a positive point of view. Instead of looking at this from five dysfunctions, the author also listed 5 functions of a cohesive team. This consists of the following:
They trust one another
They engage in unfiltered conflict around ideas
They commit to decisions and plans of action
They hold one another accountable for delivering against those plans
They focus on the achievement of collective results