PMcrunch

I watched the 9/11 Commemoration Ceremony in New York City yesterday from my home in New Jersey, and it brought back a host of memories – big, broad, and bold…painful and heartfelt…from 10 years ago. But there was one thing that I noitced that I need to share in this post…

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Presumably as a Project Manager you see yourself, as a leader…or at least an aspiring, developing leader. But are you a “maven”?

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One of the most profound and ubiquitous management concepts over the past 30 years is “systems thinking”. Systems thinking is all around us. One example is that project management has in essence been “systematized” by the Project Management Body of Knowledge (PMBOK) Guide!

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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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There is one thing that you can do on your project or program that can yield the best results for the organization, for your team, and for yourself.  It goes way beyond any project management tools or techniques.  It even goes beyond applying a typical methodology to your project plan.

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As a program or project manager, one must keep an eye on both the near term and long term.  Today, under tough economic conditions, we typically turn to more near-term thinking because the focus needs to be first on survival before considering future plans.  We need to be careful however to not take this near-term thinking too [...]

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When we set-up a project team for a new project or if we take over an existing project, we have an opportunity and a responsiblity to create new norms and a new atmosphere in which project team members can flourish.

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I am struck by one common thing called Integration Across Disciplines. I think this is one of the most important concepts in project management, and even more so in program management.

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There is a simple and basic attitude that we, as leaders on our projects and programs, can adopt that will make all the difference in the world. That thing is the idea of engaging openly and creatively with our team members as opposed to either seeking constant agreement or taking an authoritarian stance.

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In most situations on projects, failure simply is not an option. The project or program must succeed one way or another. We need to grapple with whether to do the project on one level; but once that decision has been made, it needs to be executed successfully.

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