PMcrunch

As a program or project manager, one must keep an eye on both the near term and long term.  Today, under tough economic conditions, we typically turn to more near-term thinking because the focus needs to be first on survival before considering future plans.  We need to be careful however to not take this near-term thinking too […]

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Most of us as project and program managers are constantly looking to improve ourselves, our performance, our skills, and our influence on our respective organizations. There are some trends at work that I think we can tap into that can help us to do all of these things and more. They can help us to move our careers to the next level.

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Operations and project management are, at the same time, very similar and distinctly different. In actuality, they feed off each other. Projects are undertaken to initiate support and enhance operations. Operations are what remain when projects are completed and they provide the continuous business that provides the need for project management.

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The title of this post might seem funny to many given that we seem to be living in a tumultuous present. How could things become more tumultuous? Well that’s just many predict is coming our way for the world of work. How might that impact project management work?

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All professionals - Project Managers, Program Managers, Executives, leaders of all kinds -  worry at times, and some more than others.  Worrying a lot or a little is actually a controllable habit.  Worrying a lot is little more than trading your peace of mind and taking a negative view of the future.  The urge to […]

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As Project Managers, it is our charge to maintain high ethical standards. Strong ethical standards are a key ingredient of great leadership. The responsibility of ethics leads me to think about 2 immediate dilemmas or challenges:

Do we ask ourselves whether or not we are doing the right thing?
Do our team members and stakeholders ask themselves that same eithical question?
These 2 questions cover the basics of ethics, but there is a broader organization challenge we must consider to ensure these ethical questions are being handled.

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Professional Project Management is becoming more pervasive. Like “Electrification” occurred during the era of proliferation of electricity, “projectization” is occuring throughout the workforce and organizations. Most of the emphasis I have seen is on professional project management. However, most people will not be professional project managers, but rather will be team members, support personnel, subject matter experts, department managers, C-level executives, and the like. This post explores what is being said about this broader workforce in a projectized world.

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The word ‘agile’ has become popular in software development and project management circles, as the agile method produces quality product speedily in a very flexible and organic way. Agility, however, describes much more than a method for software development and speaks right to the core of project team formation and development. The individuals, project team, and team building process itself all need to be agile in today’s demanding environment.

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As Project Managers, our propensity to assess and manage risks needs to align with our understanding of the level of leadership required on the project. We need to understand clearly the range and depth of our responsibilities on the project in order to effectively manage risk. Otherwise, our risk management program may be over or under what is really required. Here’s my thinking on why.

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There are many great places for project managers to network, keep up with developments in the profession, tune in to new opportunities, and find opportunities for career growth. On a more immediate basis, networking today is also full of helpful opportunities to solve current problems with the assistance of colleagues in the profession. So, in this era of social networking, I thought I would put together a post of where some of the best project management networks can be found.

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