PMcrunch

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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Innovation is a popular topic these days. It is rare to read much in the business accross something about innovation. I have, at times, perceived innovation to be open creativity. However, based upon my experience, I have found that it is more of a deliberate act of which creativity is a part.

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As project managers we… well, manage projects! Or, do we? Actually, as I have been thinking about my experience managing projects and my experience managing my own time, I really think all we do manage are tasks. It is actually the practice of project management that simply allows us to manage more complex collections of tasks. Likewise, managing programs enables us to manage all that much more complex tasks, managing a company goes even further, and so on and so forth. This is a revelation to me that I actually find refreshing and empowering.

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Though I have not heard it made official all indications are that we are in recession. This appears to be not just for the United States but for much, if not most, of the rest of the world. The cause of this recession, of course, is the credit crunch and all issues surrounding that. So the big question is, “What can project and program managers do to cope with this recession?” I have some thoughts, and for reference have tapped into ideas of Jack and Susie Welch.

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Globality is a term that indicates in part that Globalisation has come to an end. This is a distinction between globality and globalization. It affect so many in the things we do in a Project Management work. Let’s work at some of the key areas that are affective.

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The Project Management Plan concerns itself with how the project is going to be managed. This includes consideration for the project management systems to be used to coordinate the plan and the project. The systems that are used are also very important in providing feedback to senior management.

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All professionals – Project Managers, Program Managers, Executives, leaders of all kinds -  worry at times, and some more than others.  Worrying a lot or a little is actually a controllable habit.  Worrying a lot is little more than trading your peace of mind and taking a negative view of the future.  The urge to [...]

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Business or organizational strategy is intended to drive all decisions within an organization. It provides a direction, a rallying point, and a litmus test for decisions at all levels. Hence, it only stands to reason that strategy would drive the project portfolio management process.

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Program Management within an organization involves managing longer term initiatives that involve multiple projects. The Project Management Institute (PMI) offers a Program Management Certification – the Program Management Professional (PgMP) – for experienced professionals who are interested in advancing their knowledge of program management and credentials for a continuing career in program management.

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How does the emergence of Web 2.0 collaborative capabilities and networks effect the organizational landscape, and how does that effect project and program managers? I think the key to answering this question is to look at what is happening to interpersonal relationships, power centers, and influence within organizations to see how this is changing as a result of this emerging development. I find that we can gain insights into this by observing from the following point of view: a. Organization charts are the way the organization is “supposed” to be, and b. Web 2.0 collaboration reveals relationships, and hence organization structure, as it really is. Let’s explore…

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