PMcrunch

Successful delegation requires granting both responsibility and authority. These two, combined properly, constitute “empowerment”. However, these two are often not properly executed by the project manager or program leader, and the blame is often placed on the delegate, not on the leader! We, as project and program leaders, need to look at ourselves in the mirror and ask if we are delegating properly.

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Many project managers wonder if there is a better job for them out there. We are always trying to better ourselves and our situations, but never quite seem to get exactly where we want to be. Much is written about which industries are best, which skills transfer, the benefits of certification, and much more. I would argue that introspection, or a look on the inside, is at least as important as a look to the outside, as this is a personal decision driven more by personal factors than by external considerations.

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How does the emergence of Web 2.0 collaborative capabilities and networks effect the organizational landscape, and how does that effect project and program managers? I think the key to answering this question is to look at what is happening to interpersonal relationships, power centers, and influence within organizations to see how this is changing as a result of this emerging development. I find that we can gain insights into this by observing from the following point of view: a. Organization charts are the way the organization is “supposed” to be, and b. Web 2.0 collaboration reveals relationships, and hence organization structure, as it really is. Let’s explore…

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Sometimes I wonder if we are too success oriented. In other words, we as project managers feel that we have failed if our projects fail in anyway, and we define ourselves by project success and project failure. This reminds me of children in school striving all the time to get perfect grades. The problem with this is that sometimes failures produce our greatest successes. Do we have a project management expectation that acknowledges that?

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Here is a quick compilation of non-affiliated (I hope) advice on preparing for the PMP. Advice on PMP prep abounds on the web, and I have tried to separate out the commercial pieces to provide information as unbiased as possible.

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MBWA (Management by Walking Around) is a technique that has been around for quite awhile. I am not sure exactly where it originated, but I have practiced it myself and have observed others practicing it - both intentionally and unintentionally. It is very effective if used properly - and very ineffective if not used correctly!

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One of the tough jobs of a project manager is to manage people and groups of people. The larger your project, the more apt it is to have splinter groups, clicks, and polarization. Equally dangerous - on small as well as larger projects - is the idea of a core project team being alienating towards certain ’splinter’ groups of stakeholders!

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Is management as a profession? What about project management? Elite business schools today are at a crossroads, especially since the rise of business education in China and India. How will this impact project management as a profession and a creer choice?

Is management a profession? What makes something a profession - a specialty?

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There are 5 keys to managing risk in an organized, structured manner. The key here is to THINK AHEAD! PLAN for potential risks! The larger the situation, and the more complex the interrelationships and dependencies among elements of the over program, the more critical it is to be formal about this.

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