PMcrunch

Many project management positions are just that — positions managing projects. However, many other positions seemingly in project management are much more positions in programmatics. They involve tracking, reporting, working with metrics, and passing information on to decision makers. While, often, there is a need for these functions, there, often, also is not.

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Few weeks ago, I wrote a post about leadership in a virtual world in which I stated the limitations to achieve top leadership when not being directly engaged on site. The idea was that if a manager is not on site with regular phase time with subordinates, customers, associates, colleagues, and other stakeholders, he or she is not at all being positioned for increased leadership responsibility.

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Decision making is challenging. For many of us, it is just plain hard. But with good practice in the right areas, we can become better and more effective at identifying and executing at each phase at the decision making process. One way to simplify all of this is to view decision making as a three-part process.

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In these tight times, we are acutely aware of cutbacks, of scarcity, and of the need to streamline. However, really, these are indicative of management practices that should be occurring all the time. In portfolio management, especially, it is important to have a healthy balance between short term considerations and long term considerations. It is all a balancing act and the equation really only changes slightly during a downturn, such as we are currently experiencing.

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For many years now, the debate over global warming and environmental consciousness has raged. This debate has become deeply embedded into the political consciousness, especially in the United States, but also elsewhere in the world. One thing is for sure: this debate will continue for a long time to come, and it will be a long time before any claims are proven indisputably accurate. So, the question is, how can we incorporate environmental correctness into our projects and programs?

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Though I have not heard it made official all indications are that we are in recession. This appears to be not just for the United States but for much, if not most, of the rest of the world. The cause of this recession, of course, is the credit crunch and all issues surrounding that. So the big question is, “What can project and program managers do to cope with this recession?” I have some thoughts, and for reference have tapped into ideas of Jack and Susie Welch.

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You are new to a project. The project itself is new, or perhaps you have been handed an initial project. The project charter is a great place to start to get yourself oriented to where the project fits into the organization.

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Project Management involves a great deal of discipline in making sure that “all the i’s are dotted and t’s are crossed’. It clearly involves a great deal of attention to detail, and a high degree of thoroughness. So how do we balance that with a practical realism that allows us to prioritize and focus on the most important activities? The pareto principle can help.

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Business or organizational strategy is intended to drive all decisions within an organization. It provides a direction, a rallying point, and a litmus test for decisions at all levels. Hence, it only stands to reason that strategy would drive the project portfolio management process.

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Determining project requirements has many challenges, but one of the most common that I have encountered is what I call the “Solution Trap”. I have usually identified this when someone states something like “What I need is a …” This is usually a hint that there is an underlying problem that needs to be surfaced and further investigated.

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