PMcrunch

The Project Management Institute, Prince II, and numerous other project management centric organizations have, for some time, had at their core that there is great an broad value to the application of structured and formal project management. At the same time, people have been managing projects really for about as long as humans have existed, albeit with varying levels of complexity. The question is, what is the value of formal project management?

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There is much discussion, and often confusion over the difference between Lean and Six Sigma. In general, here is the essence of the two approaches: Lean = Improved process flow and Six Sigma = Reduced process variation. This post provides discussion and links to various resources that take a look at this from different angles.

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A great question that we can ask ourselves as project managers is, “Would we invest in our projects”? This is probably the single best indicator, if we are honest with ourselves, as to the health of our projects, our positions, our teams, our organizations and more. Here is a look at an investment perspective to managing projects.

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Many companies – especially smaller, less formal ones – practice “project portfolio analysis” but do not necessarily call it that. In some cases they might call it program management, if the set of projects they are reviewing are geared to support some sort of focused program.

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