PMcrunch

A few weeks ago, I was having a conversation with a colleague, and I told him that “we were getting pretty close to ready” with our upgraded and substantially overahauled web site. He replied that it’s common wisdom and good practice among some of the most successful entrepreneurs to go when you’re 85% of the way there. I know exactly what he meant…and I agree. But, as usual, in practice it depends on a number of details…leading to my project Lessons Learned.

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Often it is hard to decide to what to do first, or what to do next. In fact, in my experience, it is often easier to make such decisions on large projects than smaller projects. The Theory of Constraints is a neat concept that can help.

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When we first build our [tag-tec]project plan[/tag-tec], we need to make many [tag-dir]assumptions. As part of our project plan, we need to document what these assumptions are. We also need to acknowledge the reality that many of those assumptions may not prove out as the project unfolds.

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On our projects, and in our programs and project portfolios, we often struggle with how to make changes.  From my own personal experience, the most challenging part of change management has always been the area of making incremental changes versus making wholesale major changes.  Let’s take a look. 

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We have all heard at one time or another someone say that people are products of their environment.  Undoubtedly, the environment is a strong influence on how people turn out.  However, it is each person’s reaction to their environment that really determines who they are and what happens.

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Project and program managers today are in a position of needing to grapple with many tough choices. We need to assess and re-assess our options and, in an almost tortuous way, develop a positive way ahead to communicate with our stakeholders. For us, the process of going through that struggle is important. But to our stakeholders, what is important is the positive way ahead that we have developed.

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In managing a project or program, we start with an objective, work in the details, get buying, put together a schedule, and implement. Of course, that is a very simplified version of what happens in project and program management but…

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360 Degree Feedback is a popular mechanism for learning about performance. It is valuable for both the managers involved and for the individuals involved, as all can know more about each other in the process. However, as with all other performance review processes, there are some issues with 360 degree feedback. Let’s take a look.

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In today’s crazy times, there are cuts and changes effecting all people everywhere. Many of us have seen projects cancelled. Others have actually lost jobs. Some have suddenly seen thier long stable situations turned upside down by a buyout or downsizing or reorganization. The key in dealing with this, I think, is to thirst for the future and not hunger for the past.

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We are living in an age of “standardization”. It seems that everything is standardized, from processes and procedures to management practices across the board. While we, as managers, try to standardize much ourselves in order to reduce error, create efficiencies, build a common vocabulary, and enhance communication, what happens when things just don’t seem to be working the way we like?

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