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Project Management Blog
This article is about "The Roles PMOs can Play in IT Modernization" according to recent research from Gartner Inc.

“Effective IT modernization requires organization, and we believe that the concept of a project management office (PMO) or multiple project management offices is crucial to organize for, and facilitate IT modernization.”  That's the conclusion of recent research from Gartner Inc., which argues that -- in addition to working hard and tackling challenges -- IT should think about establishing project management offices (PMO) and embracing cutting-edge project management technologies and methodologies.
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Tuesday, 21 August 2007 15:51

Point 14 - Deming in Project Management

Total Participation Starting From the Top

This point speaks to the need for
(1) commitment from top management and
(2) commitment from everyone else in the organization.
Quality is everyone’s job, and if any implementation is not total, it will not fulfill its full potential. 

In project management, I see this point alluding to executive formation and support of a company-wide Project Management Office. That PMO must be the central source of all project management knowledge, under continuous development by the practitioners of project management. Lessons learned and any potential improvements to the project management methodology used by all PM’s in the company should be evaluated, tested, and implemented as a positive change.

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Sunday, 12 August 2007 21:03

Point 10 - Deming in Project Management

No Slogans or Disingenuous Pep Talks

This point consists of two elements as I see it. (1) Walk the talk, and (2) hold systems accountable.

Walk the Talk

Slogans are phony. The word slogan has a connotation of something that is not real. It sounds like an advertisement, and not something you can really trust in. In a project management organization, it is much better to have published guidelines and a vision that defines your philosophy and practice. Train your project managers and teams on the methodology. Then, let them execute within that framework, and put a system in place so that the practitioners can revise the process and make it better.

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Saturday, 16 June 2007 10:12

Deming's 6th Point in Project Management

Job/Task-Related Training

A quality organization understands the value of the people who work in it. The same goes for project management. Training project managers, analysts, and everyone else who regularly works on projects in the company methodology, soft skills, etc. can bring significant rewards.

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Saturday, 16 June 2007 09:46

Deming's 5th Point in Project Management

Continuous Improvement

This is one of my favorite points from Dr. Deming. I see so many mistakes that are made again and again, and lessons learned that are either completely undocumented or filed away after a project, never to be seen again.

Do all of the other project managers in the firm get exposure to lessons learned from other projects? Usually not, in my experience. Surely, individual project managers and sponsors learn from their projects, but organizational learning and continuous improvement require a formal process for the documentation, analysis, and incorporation of lessons learned into a common methodology.

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Saturday, 12 May 2007 10:43

Deming's 3rd Point in Project Management

Inspection is a Tool for Improvement, Not a Whip

Deming's third point urges practitioners to design quality into processes, using inspection as an information-gathering tool to do so. In project management, the processes and systems make up a methodology. Does your organization have a consistent methodology, or does everyone run projects their own way?

Inspecting project performance through the lens of continuous improvement facilitates applying lessons learned to a consistent and ever-improving methodology. This can not be done effectively unless there is a consistent system of managing projects in the first place.

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Dr. W. Edwards Deming was recently re-introduced to me in my Project Performance and Quality Assurance class. I have heard of him before and touched on some of his philosophy in other classes, but focused much more in-depth this time. The majority of his philosophy around quality and organizational management resonates with me. So, I've decided to do a series of articles on Deming's 14 points, and how they relate specifically to the field of project management.

Here are Deming's 14 points, paraphrased in my words:

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Saturday, 28 April 2007 09:08

Cargo Cult Project Management

During World War II, the Allied forces occupied many of the Pacific islands.  Up until that point, the inhabitants of these islands had never seen manufactured goods.  With the military occupation, goods such as sunglasses, chocolate and coca-cola literally fell from the sky.  To islanders unfamiliar with manufacturing or powered flight this bounty was a delivery from the gods. 
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Thursday, 22 March 2007 10:02

The Success Conundrum

I hope that since you are reading this, you are a project management proponent and interested in “spreading the word” so to speak.  Many of us find ourselves a lone voice in the wilderness singing the praises of project management, yet unable to make any headway. 

Why is this so and what can be done about it? How do we get those obstinate so-and-sos to listen? 

In one way we are our own worst enemy.  Our consistent success and brilliant performance is often interpreted by others as an inherent talent.  In other words, we are seen as good at project management in the same way that musicians are seen as good musicians – it’s a talent thing.   Now, not taking away from anyone’s talent, our personal attributes are not the only cause of our success – you know that or you would not be reading this.  The first hurdle then is to demonstrate that skill AND talent make good project managers, that you can learn this and be good – never as good as those of us who are truly talented, but – hey - not everyone can be the best... just us J This means that success alone can not demonstrate the benefits of project management – let me say that differently – the prevailing mindset in a capability-maturity ignorant world is that people alone create success.  

I’m not saying that a great process can overcome incompetence, it can’t.  Nor am I suggesting that you credit your achievements solely to a great methodology (you worked hard!) – so what do you do? There are a lot of actions you can take, but since I’m a PMO guy, I’ll start there.  In the case of building a PM culture, a PMO can succeed where individual achievements fall short.  A PMO is an organizational entity, and as such does not suffer from the success conundrum. 

When a PMO succeeds, the prevailing opinion will be “they must be doing something right.”  This process-oriented point of view is an opening into organizational consciousness.  If you don’t have a PMO, consider creating a community of practice around project management.  Meet with other PMs and share ideas and practices.  Publish these on the company’s intranet (if you have one).  Send emails on PM topics or print articles and pass them around. 

I’ve really had some good luck with sharing short articles and ideas via email.  In fact I just sent another one using Josh Nankivel’s article on Theory of Constraints.  The cartoon is great, and fun communications never hurts!   So that’s my first two cents, PMOs and other PM-based organizations are a great way to demonstrate and communicate the benefits of our profession, get together with your peers and spread the word.

 

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As a head of PMO and a senior Project manager, I have worked with many Project managers and many senior managers of different organizations throughout my career.  How ever this is one of the biggest challenges which I have ever come through so far. 

We all are project managers.. We are humans.. We have our own personal beliefs and practices of different management methodologies.. How did we adopt to them. It can be due to many reasons; 

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