Applying the DMAIC Steps to Process Improvement Projects: Define-Measure-Analyze-Improve-Control is the "roadmap" to improving processes, by Harry Rever, Director of Six Sigma, International Institute for Learning
Project managers, in just about any industry, are faced with the challenge of improving the efficiency and productivity of their businesses. To do this, they need to understand the best methodology and tools to study and analyze processes correctly. After all, to improve results, the best approach is to improve the process that gives you those results.
How the Seven Deadly Sins Can Lead to Project Failure - Part 2 - ANGER (OR WRATH) by Harold Kerzner, Ph.D., Senior Executive Director for Project Management, International Institute for Learning
Publisher’s Note: Dr. Harold Kerzner’s article How the Seven Deadly Sins Can Lead to Project Failure is a seven part article series. This month’s segment addresses the role that Anger & Wrath play in project failure! Next month this series will feature the role Pride plays in project management, so stay tuned…
GRATEFUL LEADER PROFILE - CAPTAIN DANIEL E. SOSNOWIK, NYPD, Excerpted from: Grateful Leadership: Using the Power of Acknowledgment to Engage All Your People and Achieve Superior Results, by Judith W. Umlas
I am always inspired by Grateful Leaders who have the courage to learn, the vision to lead, and the passion to grow. By my definition, Grateful Leaders are those who see, recognize, and express appreciation for their employees’, customers’, and other stakeholders’ contributions and for their passionate engagement, on an ongoing basis. Once these leaders allow themselves to feel and express their gratitude, the next step is to take action to acknowledge, support and engage their people profoundly so that these outcomes can be achieved. These leaders really want to know their employees and other stakeholders as people.
Lesson Learned - 'Have they never heard of Port Arthur?'* by Stephen Jenner, MSt, MBA, BA, FAPM, FCMA, CGMA
According to Sir Peter Gershon, projects “do not fail for novel reasons, they fail for the same boringly repetitive reasons”[i]. The importance of post-implementation review therefore cannot be overestimated – as a basis for organizational learning and continuous improvement in portfolio, programme and project management. Indeed, number one in the top ten differentiating practices between higher- and lower-performing organizations in one study[ii] was, “Transferral of lessons learned”.
We live in an age of accelerating change. Change begets complexity. Both change and complexity affect the efficiency of today’s business organization and its operations. The ways in which businesses are currently organized and operate are holdovers from a bygone era of the post-industrial age. Organizations from that age focused effectively on mass producing products, as the markets of that age demanded. Functional organizations were most appropriate for that kind of work – operations work, the focus of which was repetitive production of similar outputs. As the demands of the market rapidly evolve, so must business organizations and the manner in which they operate. This paper posits that the value-added work that the preponderance of businesses will do in the foreseeable future will be customized (or project) work rather than operations work. And while operations-associated skills will still be part of an overall management skill set, an organization’s ability to manage projects at both the individual and enterprise levels will determine its success in evolving market environments.
Acceptance is the act of formally receiving or acknowledging something and regarding it as being true, sound, suitable or complete1. To do that, criteria are used. Those criteria, including functional and performance requirements are essential conditions, which must be met before project deliverables are accepted.
How the Seven Deadly Sins Can Lead to Project Failure by Harold Kerzner, Ph.D. Senior Executive Director for Project Management
For more than forty years, the project management landscape has seen textbooks, journal articles and presented papers discussing the causes of project failures. Unfortunately, many of the failure analyses seem to look at failure superficially rather than in depth.
Most project managers will agree that the duties of the project manager are extremely challenging. The job requires a balance of managerial and leadership skills plus some business knowledge and a dash of miracle worker. A quick analysis of the state of project management today indicates, with very exceptions, the following traits:
Excerpted from: Grateful Leadership: Using the Power of Acknowledgment to Engage All Your People and Achieve Superior Results
I believe that we are on the verge of creating the next wave of vision, inspiration, workability, and success in leadership, which will turn many current ideas and philosophies of leadership upside down: Grateful Leadership. Aren’t employees and suppliers supposed to be grateful to you, the leader, for employing or contracting with them, providing for their families, and much more?
Alyse Nelson, CEO of Vital Voices which was founded to empower women, related a story to me that made me gasp in dismay. In an effort to solve a community health issue, individuals committed to doing good applied a solution that caused significant economic and social problems for the community. In Bangladesh, and in many areas of India as well, naturally dissolving minerals form arsenic that leaches into well water and poisons villagers.
What gets in the way of you and your coworkers accomplishing your goals and objectives? Are technical issues or attitude and relationship issues the most likely causes of project dysfunction?
Spiritual and emotional intelligence and methods, like mindfulness meditation, that enable increased awareness and practical action are means to optimal performance.