PMcrunch

In our increasingly matrixed world, the job of the project manager does not always involve having complete control of project resources – requiring some unique skills.

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I have worked on all kinds of projects.  I’m well aware that project requirements will pit you against limitations of all sorts.  Indeed, we all recognize that we operate in a world of constraints; however, sometimes WE are the biggest constraint of all.   This leads me to the question, “Is your project bigger than yourself?”

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Some projects are very well defined but others are not. If there is an idea that has been handed down by many, formed into a project that simply needs to be implemented, you may have a well defined project. If, on the other hand, someone or some group has an idea and they simply created a project out of it, then you may have an extra amount of defining to do.

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Managing large projects and programs is challenging and most agree that one of the best approaches is to break large projects and programs down into smaller readily manageable projects.

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One of the challenges that many managers have is organizing the plethora of projects AND processes that are part of their organizational realm. The first step to dealing with this is to clearly distinguish what is a project and what is a process. Getting clear on gray areas can pave the way for a forceful visions and way ahead on any program.

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There has been a tremendous amount of buzz more recently about PMOs, otherwise known as Project Management Offices. Here is what a select group of experts are saying about PMOs today.

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Here’s a look at just one aspect of the project plan – defining the purpose or objective of the project. How this is defined goes a long way to steering the project direction!

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The old adage goes like this: “It is much better to tell someone what to do than how to do it”. Violation of this rule is often the cause for less than optimal performance. Here are some reasons why and some ways to handle this common management miscue.

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Daptiv, formerly eProject, has changed its name effective November 12, 2007, reflecting its desire to cast a wider net within the enterprise. The name eProject reflected a strict project management focus, whereas Daptiv – with connotations of fast, adaptive, dynamic, modern, futuristic – leaves behind that more singular focus. In fact, CEO Jeff Pancottine has reported that the new branding reflects the on-demand, flexible style and wide range of uses for the software beyond the scope of traditional Project Portfolio Management (PPM). The capabilities of web services surely figured into this marketing move.

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Solid architecture is one key ingredient to overall project success. How project managers and architects approach this process has a profound effect on product quality.

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