An unchartered project is an oxymoron to most project managers. Kind of like the unsponsored project. It just doesn’t compute. No sponsor, no project. No charter, no project. But take a look at the mountain of stuff on your desk. How many unchartered projects are in there? After all, it’s not like there’s a magic threshold […]
Virtualization. It’s no longer a question of do you work virtually, but how much of your day is spent working with others with whom you have little or no face time. Frankly, this can appeal to our less-industrious selves. How often, when we could take the opportunity for face-to-face communications, do we resort to something
The ability to influence others is a requisite skill for any project professional. It sure would be handy to be able to march around and dictate that people do this or that, but the fact is, when team members tell us “You’re not the boss of me,” more often than not, they’re right. Unfortunately, influencing
Controlling projects is a good thing. Controlling people is not. What does it mean to control projects, not people, and when have you crossed the threshold from controlling the project to micromanaging the people? When you start telling people how to do their jobs instead of focusing on the results they create is usually an
When I ask project managers what a baseline is and why it’s important, they tell me that it is an approved starting point against which project performance is measured. They are right, of course. But when I ask them if they use baselines, as often as not, I find that baselining is a fundamental project
The Olympics are a fascinating phenomenon. Why does watching athletes, whose names we don’t recognize, compete in sports we know nothing about become absolutely riveting? Synchronized diving – seriously? Would you even turn on the TV for that if it weren’t the Olympics? Even if it were the only thing on? Then I got to
Thomas Edison once said, “Hell, there are no rules here – we’re trying to accomplish something.” Rules, rules, rules. They constrain us, can make us feel patronized, and stand in the way of progress. But without them…sometimes we’re a mess! I certainly felt like one the other day while watching our son play his first
We recently hosted a lively webinar on Organizational Change Management titled “Is Your Organization Project Capable? Assessing Organizational Readiness” by one of our senior training instructors, Stevie Peterson. There were tons of questions and time ran out before we could answer all of them. Stevie wrote answers to the leftover questions, and we list them
No project should be initiated without a charter or some kind of project initiating document. While they may include various topics and information, the key purpose of a charter is two-fold: 1) It sanctions the project (or phase), and 2) It gives authority to the project manager to apply organizational resources to the project. I
One of my favorite definitions of projects is “Projects are how organizations adapt to change.” Projects are essentially the vehicle for organizational change. Getting stakeholder agreement around that idea would not likely present much of a challenge. Change within a project, however, is often the source of great consternation among project managers and stakeholders, particularly as
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New Horizons
Project Management Academy
Velopi
Six Sigma Online
Watermark Learning