What is required to practice successful project management? What are the elements of good project management? Every once in a while I look back and reflect on what I know about project management and what I’ve seen work.
An integral part of this, is putting down my mental model and there’s no better way to do that than with a mindmap. I’m glad to share this exercise here with you. Feel free to use or share the mindmap however you like but please give credit and link back to this page. I’m offering the full mindmap in several formats.
I have a great tip for this week, the first edition of the Project Management Telesummit will be held March 8-10, 2011. This is a great training opportunity and it’s this week, so be sure to check it out.
It’s a live, online “virtual” event that will feature 15 leading and emerging voices in Project Management who will share valuable and fresh insights on topics such as:
All presentations will be recorded. If you are unable to attend the live sessions, you can watch the recording when it is most convenient to you.
If you just heard about it now you can still go because it’s a conference experience without all the cost and hassle of travel (no hotel, rental car, or wasted time).
For those of you who are maintaining PMI credential, attending this event counts for 15 PDUs which is a nice bonus.
Space is limited so go on and register now at:
Visit the website for all the information on the event.
be sure to check out the agenda, the topics are very promising.
Talk on my list that I’m looking forward in particular are “Consulting Secrets for Project Managers”, “Agile and the Business Value of Joy” and “How Does Understanding Human Behavior Increase Your Project Success Rate?”.
Hope to see you at the PM Telesummit!
To get up to speed comfortably as a PM in a new environment it’s essential to get to know the people you’re working with.
I like doing interviews with people when I arrive in a new company. Just talks where I try to ask the right questions. I’ve done this in several companies now and it’s surprising to see how much you can learn in early stages. The interviews are casual but planned and I take my time to prepare them. I try to do them as soon as possible.
I’ve kept a log of questions that offered interesting answers and want to share them with you, they’re in random order.
But it’s all worth it!
Now why would you become a project manager?
If you want to learn about becoming a project manager, the mindset and advice for starting project managers stay tuned. The blog has been silent the past months because of some personal priorities I had to take care of, and now we’re back up and ready to help you become the best project manager you can be.
Handing over a project or switching the PM on a project can be tricky and expensive, but if you’re the PM who has to leave a project behind to someone else I have some advice for you.
First check your project charter or project initiation documentation. If you’re working in a PMI environment and you have a maintained project charter, most of the important stuff should be in there. Making a project less dependent of the PM individual is a part of the reason why a project charter exists.
I’ve split up the checklist in 4 parts:
So if you find yourself in this kind of situation, here’s the checklist I promised a while ago.
Horrible security mistakes that could have been avoided by better management, practically as well as culturally.
I’ve collected a few real life examples for you that show how vulnerable companies are to confidentiality risks if no proper attention is payed to it.
Try googling for confidentiality disclaimers like “this document is confidential”, all these people fucked up really bad. Yes, those are all public files that are supposed to be confidential, that link runs a google search query for documents with a confidentiality disclaimer in it and found them just like that. Just add your company name to the end of the search query if you’re curious, who knows what you might find.
It’s all about awareness.
Read on for some quotes by other professionals, everyone ’s anonymous so I won’t compromise them. I hope you recognise yourself.
You can be pretty confident that the benefit of not switching a PM will outweigh the impact it has on the project. If you’re program management or an executive my formal advice to you is to keep a PM on board and on the same project until a project is finished.
The only real exception on this is a case where the project manager gets “burned” (loses the client’s trust) or when he/she lost the support of the project team.
Why does this have such impact, why is it so hard to pick up where someone else leaves off?
Social Widgets powered by AB-WebLog.com.