PMcrunch

As project managers we are responsible, typically, for our specific projects. Sometimes we might be working on portfolio management and sometimes we may be working in a PMO-type environment that offers project management help around the organization. However, more often than not, we are focused on our individual projects. Regardless of where you fit in to this spectrum, it is good to take a look at the kinds of projects that your company is implementing right now, as this can foreshadow the future for the organization.

[Read more →]

Globality is a term that indicates in part that Globalisation has come to an end. This is a distinction between globality and globalization. It affect so many in the things we do in a Project Management work. Let’s work at some of the key areas that are affective.

[Read more →]

There is no doubt about it we are in tough economic times. The current woes on Wall Street are only the most recent evidence of our collective economic difficulties. So the big question is how do project and program mangers cope with these difficult times. Many fear the loss of jobs and extended time away from work. This includes team members, it can include stake holders, it can include the project and program managers themselves. It is this fear that is one of the important keys to coping with difficult times.

[Read more →]

Many executives, project portfolio managers, and program managers make good choices about investing in new projects and ideas. Yet it’s also critical to set up a measurement, preferably from the start, for when to potentially stop investing resources in each project. This would be a sort of “stop standard” for any given project.

[Read more →]

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.

[Read more →]

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.

[Read more →]

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.

[Read more →]

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?

[Read more →]

Sometimes – more often than we like – a “circular reference” enters the scene, and it can threaten the success of your project – or even the success or an entire portfolio or organization. As a Project Manager and leader, you need to stop circular references by intervening strongly and showing the way!

[Read more →]

The US Army CIO/G6 organization faces a lot of challenges and, as a large organization, uses a wide range of management tools. However, like many IT organizations, it does not have full control over IT assets throughout the organization.

[Read more →]