By definition, a project is a temporary endeavor with start and end date and a desired result implying that a project is different from business as usual. In addition projects are staffed by several individuals trying to exert their influence on how to execute the project. This invariably results in some kind of office politics; i.e. project politics. How? Politics is nothing but people interacting with each other and influencing one another to get tasks accomplished.
"Unitics" Over Politics: Mastering the Art of Cutting through Politics to Achieve Optimal Performance By George Pitagorsky, PMP
Does politics get in the way of optimal performance?
Politics is a reality. Chances are it won't disappear anytime soon. At best, it stimulates dialogue and promotes a synthesis of ideas into practical action. At worst, it leads to dysfunction. It promotes divisiveness. It results in poor performance because ideas are judged based on belief and rhetoric rather than fact and logic, because people fail to seek creative solutions and because compromises are reached that blend the worst of both sides and leave out the best. Politics are about polarities – each party is dancing around his pole and viewing the other pole as being less than or bad.
Politics has a bad rap. Do you play politics? Your answer is most likely “no”, or perhaps, “not often, and not well”. Typically we like to think that it is the other guy who plays politics. You know, the one who got that promotion ahead of everyone else, or who gets the plum assignments, or who takes longer lunch hours to “schmooze”. We believe that if you work hard and long and honestly you won’t need politics.
Throughout Project Management’s history, there have been changes in the approaches and the needs to manage and control projects. In the beginning, the principal approach was to administer and control isolated projects; subsequently and through the years, this approach evolved and became more complex, especially when organizations realized that their operations not only rely on just one project, but on a group of projects and more important, that these projects coexist between and among them, that they share resources, or that they are part of larger plans, just like programs or portfolios.
Risk management is clearly an important factor in ensuring business and project success. But how can an organisation tell whether its management of risk is good enough? Maturity models provide a framework to benchmark capability and compare existing approaches with best practice.
Throughout Project Management's history, there have been changes in the approaches and the needs to manage and control projects. In the beginning, the principal approach was to administer and control isolated projects; subsequently and through the years, this approach evolved and became more complex, especially when organizations realized that their operations not only rely on just one project, but on a group of projects and more important, that these projects coexist between and among them, that they share resources, or that they are part of larger plans, just like programs or portfolios.
Change has always been a hot topic among project managers. Developing an agreed upon change control process to prevent scope creep, unauthorized changes in work process, and to help monitor performance is an essential part of effective and successful project management. Included in the change control process is the need for effective leadership and solid, straightforward honest communications.
Ask Harry: What is Quality? Simply Meeting Requirements is Not the Goal! By Harry Rever, PMP - Director of Six Sigma
Let's say you're a parent. Maybe you have a teenage son, or daughter, or perhaps both. The teenage years; a lot is going on, an interesting time, that's for sure. From a parent's perspective, how well your child does at school is vitally important. Grades; it's all about the grades because you know that grades significantly impact a kid's future.
This is the second article in the series of articles on project management politics entitled "Beat 'em with a STICK".
There were nine faces staring at me as I stood at the head of the table in the conference room. Some were programmers, testers, designers, a user interface specialist, a DBA on loan for a few weeks, whom I had met, knew of in the company, and some were complete strangers until this morning.
A couple of years ago a colleague of mine and I had a business trip to Milan. Driving in the car from Rome we started discussing about our experiences abroad. Sharing our experiences, we both discovered something in common in dealing with people. It was people perception of time and as a consequence, a different approach to life and of course to work. It wasn’t only something about differences in culture but there was something more entrenched in their personalities.
- Global Project Management - A Growing Trend By Hans Jonasson, CBAP, PMP
- Risk Doctor: Ticking the Right Boxes By Dr. David Hillson, PMP, FAPM
- Applying the 'Productive Lazy' approach to Project Communication By Peter Taylor
- Positive Leadership in Project Management - Creating the Energy to Lead By Frank P. Saladis, PMP