How to face a project crisis and restore a reputation, by Jean-Roch Houllier, PLM, PMP, IPMA, MGP, SSCBB, FFP & Mounir Soudani, PMP, SSCGB
Most project managers have at some time faced a crisis in the various projects, programs or portfolios that they manage. Hence, such “work life events” are extremely significant, putting you and your team in difficult and stressful situations.
Each year as the sun shines longer and longer each day the weather begins to warm up. Flora and fauna peek through the ground, feathery creatures chirp away happily while furry ones make their presence felt. Like the Earth, which cleanses itself of the winter woes, people begin to get rid of what was left behind from the long cold months. How did this custom begin?
THE FUTURE’S SO BRIGHT, WE GOTTA WEAR SHADES Excerpted from Positive Leadership in Project Management: A Practical Guide to Enhancing Individual, Team, and Organizational Performance, by Frank P. Saladis, PMP
Publisher’s Note: The original idea for the newly released book, Positive Leadership in Project Management, came from articles that the author wrote for allPM.com when he was Co-Publisher with me. We are delighted to share the news with you that this exciting, comprehensive book was just published by IIL Publishing, and we are excerpting one of the chapters for this newsletter. See, if you write articles for allPM.com, you too may one day be inspired to write a book, and IIL Publishing may publish it!
HOW THE SEVEN DEADLY SINS CAN LEAD TO PROJECT FAILURE - GREED By Harold Kerzner, Ph.D. Senior Executive Director for Project Management International Institute for Learning
Publishers 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 Greed, Sin #4 plays in project failure! Next month this series will feature the role Sloth plays in project management, so stay tuned…and at the end of the series, if you can name other sins that you feel should be added, and our editorial team and Dr. Kerzner agree, you will win one of Dr. Kerzner’s excellent books from the IIL Bookstore!
GRATEFUL LEADER PROFILE - MARK ADDICKS, Chief Marketing Officer, General Mills Excerpted from: Grateful Leadership: Using the Power of Acknowledgment to Engage All Your People and Achieve Superior Results by Judith W. Umlas
It was my honor and privilege to interview Mark Addicks as a Grateful Leader for my book. What he says below truly sums up my view on the importance of this leadership model: “For me, Grateful Leadership is not an ‘end state’; it’s more of a commitment to a state of being. Grateful Leaders strive to find the best in others (and in themselves), recognize the role and contributions of every individual around them, and acknowledge that Grateful Leadership itself is a constant journey…”
How the Seven Deadly Sins Can Lead to Project Failure – Part 3 - PRIDE by Harold Kerzner, Ph.D. Senior Executive Director for Project Management International Institute for Learning
The Seven Deadly Sins affect all of us sooner or later, even though we refuse to admit it. Some of us may be impacted by just one or two of the sins, whereas others may succumb to all seven. What is unfortunate is that the greatest damage can occur on projects when the sins influence the way that senior levels of management must interface with projects, whether as a project sponsor or as a member of a governance group. Bad decisions at the top, especially if based upon emotions rather than practicality, can place the project on a destructive path even before the day the project is kicked off.
George: Welcome to IIL’s aLLPM.com’s podcast interview.
My name is George Bridges, and I am the allPM Project Management Roving Reporter. We have are very excited about having the opportunity to interview you today. Please sit back, relax, grab a cup of coffee or your favorite beverage, and enjoy the podcast interview.
What’s Beyond Management, Execution and Control? The Soft Side Benefits of Project Plans by Beth Hand
Within the aerospace industry, spectacular technological and design feats are par for the course. But the hardest work of all is almost never on the “hard-side” skills and abilities: It is nearly always on the soft side--leading, managing and working with the people who turn these dreams into reality. When individual or team interpersonal conflicts arise, progress bogs down. When the conflict is between internal divisions or with external stakeholders, progress can grind to a halt. This is where we can find a surprising additional benefit to everyday tools like project plans.
The Six-Phase Comprehensive Project Life Cycle Model Including the Project Incubation/Feasibility Phase and the Post-Project Evaluation Phase By Russell D. Archibald, Ivano Di Filippo & Daniele Di Filippo
Abstract A holistic systems perspective of projects and programs is required today to achieve the full benefits of systems thinking4 in project management. To achieve this perspective, the need to establish a Comprehensive Project Life Cycle definition and to promote its application on all important projects is first presented.
Publisher’s Note – We know many of you have barely had the chance to crack the covers of the PMBOK® Guide, 5th Edition, which is why we are pleased to include this article, provided by seasoned PM professional Seamus Collins, who has outlined the changes he observed between the Fourth and Fifth Editions. We also love including articles from people around the globe, and Seamus is based in Cork, Ireland. Let’s hear from more of you from other parts of the world, with your contributions to our web portal!
- GRATEFUL LEADER PROFILE - XAVIER JOLY, Global Director, People Development, Volvo Powertrain Excerpted from: Grateful Leadership: Using the Power of Acknowledgment to Engage All Your People and Achieve Superior Results by Judith W. Umlas
- 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
- 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
- Lesson Learned - 'Have they never heard of Port Arthur?'* by Stephen Jenner, MSt, MBA, BA, FAPM, FCMA, CGMA