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
I had the honor of working with Xavier Joly and about 40 members of his leadership team at Volvo over the past few years. He most definitely fulfills my definition of a Grateful Leader, as one who sees, recognizes, and expresses 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. Xavier models Grateful Leadership on a daily basis and I am proud to know him.
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…
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.
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.
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.
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
- Positive Leadership in Project Management- The Key to Achieving Extraordinary Results
- Excerpted from: Grateful Leadership: Using the Power of Acknowledgment to Engage All Your People and Achieve Superior Results
- 3 Elements for Weaving a Culture of Sustainability in a Project Environment