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Project Management Blog

HR_selectionMany project managers have likely been subjected to “resource selection” well before they knew what selection criteria, roles and responsibilities, or project management for that matter was. Many may recall their elementary or primary school days, and perhaps the selection of sports team members in the school yard or playground. Typically, two captains were likely chosen by someone in authority (such as the sports teacher), and then each captain selected their teams based on a perceived ability to perform, the positions or roles they needed, and maybe how well the captain thought the people would fit into their team. That was then. Fast forward to today.  School yard “captains” are now the equivalent of project managers and/or resource line managers, and their “sports team” has become the project team. How different is your project resource selection from that of the school yard and do certain risks exist in your current approach?

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RecognitionReward and recognition for project resources who deliver successful projects is generally accepted as good practice in the workplace (indeed, rewarding staff for successful performance against agreed criteria is commonplace in today’s organizations). Regardless of an organization’s general structure (be it projectized, functional, matrix-based etc), successful project completions are rightly celebrated. At project closing, the project team should take the opportunity to celebrate their accomplishments, with the project manager and/or upper level of stakeholders using this event as an opportunity to recognize particularly strong performances from individuals on the team. Celebrating project success, when it is merited, is a worthy process; however, the manner or magnitude in which you celebrate project success has the potential to cause problems elsewhere within your organization if it is not handled in a measured way. 
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The Triple Constraint of managing the interaction of time, cost and scope is a familiar model to most Program and Project Managers.

Delivering projects on time, within budget and per an agreed scope can be considered to be a “good result” by the project team. But effectively managing these constraints does not guarantee that the project is deemed a success by all of its stakeholders. Additional project constraints need to be taken into account to determine whether “complete” project success is achieved.

A general starting point for these additional constraints is this: think about the longevity of the project’s end output. Take a moment to think about projects you have been involved in, or known about, that finished 12 months ago or longer. Did they deliver their end output on or before schedule, on or below budget and did they fully meet the requisite expected level of scope and quality? If so, great. Now fast-forward to today. Do you know how well the end output of that project is being used? And does it contribute to the organisation in the way that may or may not have been originally anticipated?

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Monday, 21 June 2010 14:24

Put Others First

"It is literally true that you can succeed best and quickest by helping others to succeed." - Napoleon Hill

Not a lot of people always get the above concept.  Some people become so focused on themselves and their own needs that they forget about the people around them.

 

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Tuesday, 15 June 2010 17:59

What is Motivation?

motivation-cartoonMotivation is the most important determinant for individual performance; yet, it is also the most difficult to analyze and define. Though behavior can be observed, motivational impact cannot be studied directly. The conceptual nature of motivation has given rise to the need for theories and models to help organizations better understand motivation. These theories have been divided into two categories: Content and Process.

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Happiness is the full use of your powers along lines of excellence in a life affording scope…’ John Fitzgerald Kennedy, 35th President of the United States

An Analogy… Years ago as kids, when we all didn’t know (or worry about) what project management was, our PMBOK’s were comic books (we acknowledge that many adults read such material today). We couldn’t wait for the next monthly or weekly issue to come out of Superman or X-Men, or the Fantastic Four, or Spiderman to name just a few. Of course, not all comic books involved superheroes, but many of them did. Each superhero in our imaginary worlds has at least one or more special skills or powers that made them champions for justice and “the greater good”.  Let’s not forget the arch nemesis and villains like Lex Luthor, Magneto, or Dr. Doom that had similar powers but used them for the wrong intent.

Today we probably all know some of our colleagues as ‘superheroes’ for the efforts they give or the results they achieve individually and/or with their team.  Are they considered our champions or Olympians in program and project management? Do you admire them for their strength the same way one might respect a person who can undertake admirable feats of physical endurance or run at incredible speeds?

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Wednesday, 14 January 2009 01:44

Facing Risk

All managers especially project managers are faced with risk at one time or another as the future cannot be  predicted accurately managers have to take a position when facing risk.  I looked at some real life situations from the past and found that the examples set by these persons is very similar to the responsibilities that project managers are faced with.

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Monday, 22 December 2008 12:18

5 tips to manage your manager

As a project manager, you are responsible for managing the efforts of your team to insure that your project deliverables are met.  But how do you manage one of your most important project stakeholders - your own manager?
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I wrote this in response to a friends inquiry about Outsourcing. The basic risks, concerns and strategy of outsourcing as I see them today are: The basic risks, concerns and strategy of outsourcing as I see them today are:

1.    Language Barrier - this often makes requirements gathering sessions harder. It takes longer which is more costly both in terms of capital dollars and opportunity costs.
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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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