Management - 12manage

Program and Project Management.

Methods, Models and Theories

Program and Project Management. Methods, Models and Theories (A-Z)

Program and Project Management

Appreciative Inquiry Cooperrider

Belbin Team Roles

Catastrophe Theory Thom

Change Approaches Kotter

Change Behavior Ajzen

Change Dimensions Pettigrew Whipp

Change Equation Beckhard

Change Factors Pettigrew Whipp

Change Management Iceberg

Change Phases Kotter

Changing Organization Cultures Trice Beyer

Cost-benefits analysis

 

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Cultural Dimensions Hofstede

Deming Cycle PDSA

DICE Framework BCG

Dimensions of Change Pettigrew Whipp

 

Dimensions of Relational Work Butler

Earned Value Management EVM

Force Field Analysis Lewin

Forget Borrow Learn Govindarajan Trimble

Gantt Chart

Implementation Management Krüger

IPMA Competence Baseline (ICB)

ISO 10006

Kaizen philosophy

Leadership Styles Goleman

Management by Objectives Drucker

Mergers and Acquisitions approaches

 

Missing a Method?

 

Mind Mapping

MSP OCG

Modeling business processes

Network Analysis

Office of Strategy Management Kaplan Norton

OPM3 PMI

Organizational Configurations Mintzberg

Outsourcing

PDSA Deming Cycle

PMBOK PMI

 

PMMM Reiss

Portfolio Analysis

Positive Deviance Pascale Sternin

Prince2 CCTA

RACI (RASCI)

SMART Drucker

Stages of Team Development Tuckman

Stakeholder Analysis

Stakeholder Mapping

Stakeholder Value Perspective

Strategic Alignment Venkatraman

Team Management Profile Margerison McCann

Theory of Constraints Goldratt

Theory of Reasoned Action Ajzen Fishbein

Value Engineering Miles

 
 

Program and Project Management Forum

Recent User Comments
David - UK Five Crucial Project Conversations "The success or failure of major projects can be predicted by examining the quality of 5 crucial conversations that must take place, yet which are often neglected:
1. Are we planning around facts? (or are milestones unrealistic or predetermined)
2. Is the project sponsor providing support?
3. Are stakeholders faithful to the process?
4. Are the progress and risks honestly assessed?
5. Are all team members contributing?
There are 5 supporting best practices to foster a culture of candor and rapidly improve project execution: 1. Make the case for the 5 issues; 2. measure project performance; 3. make it easy to discuss, 4. make it safe to discuss; 5. influence by teaching (train soft skills).(Source: MIT Sloan Management Review Summer 2007, David Maxfield, Joseph Grenny and Andrew Shimberg)"		    23
Mads - US Dont ignore the basics "While I agree with the previous reviewers in most of their comments - I do feel that we tend to overstate the complexities in project management. I have seen project managers become very successful with nothing more than diligence in the basics - like collecting status, providing updates, periodic communication, appropriate escalation, reviewing progress, when appropriate asking for several opinions, treating your customers and team members with courtesy, etc. In most projects 70-80% of your challenges can be overcome through a steady focus on the basics - typically everybody else pretty much falls in line. Tasks perceived to be more complex - such as customer management, team management, vendor management, motivating team members, etc will all become much easier if you can simply focus on the basics."    16
Telva Sosa - Panama Project Lessons Learned "One of the greatest contributions of PM to an organization is the set of lessons learned. After every project concludes, a formal meeting with all of the team members should be conducted and both good and bad experiences should be duly written down in a document that should be a part of the project. But it does not end there. There should be a kind of library of lessons learned from each project implemented in the organization, to save time and effort and implement best practices born from within the organization."    13
Karen RyanCowell - Australia Project Implementation "If you have achieved Project Support, and you have a good leader managing the project through to delivery that's great. But, often the acceptance of the change is only achieved when the project has become part of the operational way of 'doing business'. The most successful projects are those where the transition into the operational activities of the business has been taken up and owned by the people who receive it."    35
Saeed Nadjariun - USA Project Expectation Management "In managing a project, one of the critical factors that doesn't get enough attention is EXPECTATION management. No matter what method or process you use to deliver, you must realize that your project will have far reaching impact on many lives. Everyone will have their own perception of what's being delivered. As a project manager, one must make sure that everyone's expectation is managed appropriately. This will help keep everyone's focus on the mission, objectives, and deliverables of a project. COMMUNICATION is at the heart of expectation management, which helps us with establishing a balance between expectations and realities surrounding a project."    15
Best User Comments
JM DE JAEGER - France Project Management "In my opinion the most important thing in Project Management that many people overlook is in the word MANAGEMENT. Project methods and tools are useful in Project Management to Organize, to Plan, to Follow-up, to Report but they represent no more than 30% of the difficulties you face. The other 70 % concern the management of the Project Team, integrating the project into the overall management of the firm, the management of the stakeholders, and of course the management of the client relationship."    38
Guus - Nederland Build Project Support first "An often overlooked fastpath to failure of any major project is to not (properly) assess the support for the project beforehand (using Force Field Analysis or similar), or to neglect to act upon it before kicking off the project (if the restraining forces for the project are bigger then the driving forces). Don't let your sense of urgency fool you, and do not assume you can always build the support later on."    19
Adrian Cresswell - UK Project Delivery "Many PM's have become blinded by paperwork and process. Having witnessed time and again large failures in government and industry the cause is often the same. The best processes in the world will NOT deliver the programme/project. It takes someone to shoulder responsibility and DRAG the project kicking and screaming through the process and deliver the result. The ability to push on regardless of the process is critical. Once enough inertia has been gathered the programme/project becomes unstopable. THEN there is time to go back and shuffle the mountain of paper that no-one bar audit ever reads. Priority 1. DELIVER !"    8
Rod Chambers - USA Project Leadership "Many project managers fall back on the word "management" and think it a panacea for all that ails their projects. "If it's not working, let's manage better." I challenge all project managers to manage less and lead more. I know of no more successful people in history than Ghandi, Churchill, Washington, and current business leaders such as Gates and Welch who managed less and led more."    7

Program and Project Management Education & Events



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  § Jim Combs (USA) Project Lessons Observed? "Does anyone have a proven successful way of incorporating lessons learned? Seems projects continue to make the same mistakes again and again."
  § E.M. Rodriguez (Del Norte) Project Lesson Learned "Debriefing with team or community partner valuates best practices"

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  § Doug Fitzgerald (Australia) Project Success "The first level of success of a project - delivery of fit for purpose products on time and within budget - is only useful to the business if it also achieves three other things. User acceptance - people use it to support their day to day work. Business improvement - the product improves efficiency and makes a return on the investment made in its development. Strategic advantage - use of the products gives the organization an edge against its competitors. Project managers can only directly achieve the first level of success. The other levels are achieved by good design and implementation - aspects within the control of the project manager but whose effects will not be achieved during the life of the project."
  § Brendan Dunphy (France) Beyond Project Management "I think we need to recognise that the decision to implement a project is a corporate one and thogh the project manager plays a key role that he/she is not responsible for that decision or the ultimate outcome. Research shows that most projects (regardless of size or type) do not deliver the corporate benefits predicted for a variety of reasons and poor projec management is only one."

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  § Craig (S-Africa) Project MANAGEMENT "I agree with your point(s) and feel that management is the pivital point in the process of delivering on the agreed/proposed objectives. One thing I feel in within the project "phase" is that people/teams/companies fail to take responsibility for their part in the plan... I believe that the BSC, coupled with SMART and MANAGING the latter will ensure efficient resource management... Nice one."
  § Hussam Mandil (Sudan) Project Management "From my point of view Project Management and Management can not be separated from each other , I mean that we can not run a project or even initiate it unless we do manage all the components that help in achieving the desired deleverables. Even the deliverables must be planned for, that is to run a market research and manage the results to be reflected in the project."
  § Elvira M. Rodriguez (California) Project Management "I could not have said it better. Management is in the words project management. Which is a skilled tool learned to oversee or/and identify sources and to prepare and apply proposals to secure it's 30% and 70% resources/objectives."

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  § Paolo (Italy) Rushing brings no results "I agree with you Guus, having experienced this the hard way. In the past, I allowed the urgency of a particularly important project in the organization to influence me too much. I managed the project in a hurrying style. But overrushing turns agains you, because after some initial succeses you will find yourself the only one pushing forward, while the rest of the organization is actually pulling you and your project back."
  § Sharon Zeilstra (USA) Communications and Stakeholder buy-in "I think the most important gauges of project success are communications and stakeholder buy-in. Regardless of the software tools and tables, charts and schedules we maintain, nothing else will result in true success for the team. The stakeholders and staff directly affected must willingly embrace and implement the necessary changes in their process and flow."

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