Project Management has matured greatly over the last 30 years with the help of organizations like the Project Management Institute (PMI®), PRINCE2® and the Association for Project Management (APM). A lot of tools for scheduling, estimating, budgeting, risk assessments, etc., have been developed and implemented within organizations. But as the basic project management methodology matures, new frontiers open up. Global project management is such a frontier.
In some businesses and projects, risk management is described as an exercise in “ticking boxes.” This phrase means that people just follow the steps in the risk process, but with no real commitment or energy, and no belief that it will actually make any difference. The term “box-ticking” is always used in this negative way, as a bad thing to be avoided. But perhaps ticking boxes could be useful if we do it differently.
Introduction: Progress isn't made by early risers. It's made by lazy men trying to find easier ways to do something’. Robert Heinlein
By advocating being a 'lazy' project manager I don't intend that we should all do absolutely nothing. I am not saying we should all sit around drinking coffee, reading a good book and engaging in idle gossip whilst watching the project hours go by and the non-delivered project milestones disappear over the horizon. That would obviously be plain silly and would result in an extremely short career in project management, in fact probably a very short career full stop!
True leaders seem to have an endless supply of energy. They accomplish a great deal, keep their followers engaged and loyal and somehow always appear to be ready for the next challenge. They are calm during a crisis, are decisive and confident, and always have a word of appreciation for their team members. Where does this energy come from? What fuels the drive of a leader? Depending on how you define “leader” there are many answers. Let’s focus on the “positive leader.” The positive leader understands that the main ingredient in achieving a successful outcome to a challenge or an objective is the people who perform the tasks. These people expect support, direction, protection from interference and meddling, and appreciation for their work. The positive leader realizes that he or she must create an environment that provides a general sense of support and a feeling that the work being performed is actually adding value. This is a very tall order.
Ask Harry: Preparing for PMP Certification - Part 1, Applying for the PMP® By Harry Rever, PMP - Director of Six Sigma
So, you’ve decided to get your PMP certification? Excellent! Becoming certified as a Project Management Professional is no easy decision. Not only do you have to meet the application requirements;you also need to pass the test and that, my friends, is no easy feat. But, with a little planning, a little perseverance, and a little strategy, you can certainly be successful. There are essentially two aspects to becoming a PMP. First, you must fill out the applications, including summarizing your project management experience. This can be a daunting task. Second, you must prepare for take and pass the PMP exam. This is the first of two articles on preparing for the PMP certification. The focus of this article is on the application process. Part II will focus on preparing for and taking the PMP exam.
Project management is not something new. Projects have been in existence and have been managed for as long as people have sought to achieve things. During the yester years they were not identified as projects. instead they were looked upon as a collection of activities that needed to be completed; activities that had time, resource and financial constraints. Work was completed in most instances successfully but no distinctive management process was used, and still less no decision was made to determine the processes that needed to be used.
When starting to talk to members of a future agile team, we generally first need to define what we mean by the term “Agility.” What do people associate with that hype Word “agile”? Fast, flexible, smart, slim, lean, responsive, easy are frequent statements but so are unstable, chaotic, unstructured, overly transparent.
Command and control. If you want to be successful in business, you have to control every element of the environment, anticipate risks, have contingency plans ready for all eventualities, closely manage, monitor and motivate your resources, and create and follow a step-by-step plan. To do this successfully, you need command authority to act decisively and react quickly. This is the military model of command and control management. It is the way to win battles and wars. No wonder so many of the successful business books use war as a metaphor for business: Motivate the troops. To really lead in business, you have to get down in the trenches. Attack the causes of low sales. Outflank and destroy the competition. Blow away your customers.
Liam: Good morning Arjani; thank you for coming on such short notice. We are delighted that you could make time to help us with this new project. As you know, the CEO and Chairwoman of the Board are the impetus behind the idea of creating a new cell phone with 100% of the applications driven by eye movement. They both know this will give our company a big leap ahead of the competition if we can roll out a prototype within six months. They specifically asked that you lead this project, and have asked me to give you whatever support you require.
“Confront the difficult while it is still easy. Accomplish the great task by a series of small steps.” The Tao te Ching
Are you interested in using an agile approach on your project, but don’t know how to start? Agile1 project startup activities occur in what is often referred to as “Iteration Zero”, the short timeframe before the first iteration starts. (In agile methods, an “Iteration” is a short (1-4 weeks) development cycle that results in a product increment that is shown to the project stakeholders for feedback.)
- An Illustrative Analysis of a Small Project Management Survey, By Harry Rever
- Project Management and the New Leadership, By Carl Belack, PMP
- Leadership Principles for Project Success, By Thomas Juli, PMP
- Risk Management in the PMBOK® Guide and BABOK® Guide must be Enabled and Shared between BA's and PM's, By Harry B. Mingail, PMP, CBAP