As a project manager, you are probably in reasonably good touch with your customer’s business needs. The reality, though, is that some of these business needs will shift…and there are other needs you need to consider also. Customers are people too…and in fact are usually teams of people. Each person on the customer team has their own unique situation – personality, personal as well as business drivers, business relationships, and personal and professional challenges.
While the holidays are a time for giving – we usually express that spirit well with family, friends, and neighbors – we may often miss the opportunity to express that with a team member. As project managers, we so often move from team to team…and team members also move in and out of your team. While this is a great experience for all involved, sometimes we miss the opportunity to build more effective relationships, especially when there is a difficult situation.
Having a Project Management Office (PMO) is not a solution; having an effective PMO is. Studies show that PMOs can be effective…but that an alarming number of PMOs are not effective and are failed efforts. In fact, some studies show that as many as 60% of PMOs fail, and often when they fail, they fail spectacularly. This article looks at the fundamental question that all PMOs need to ask continuously - and ensure that the answer is positive!
There are many project management software products, and many of them support the operations of project management offices (PMO) and the project portfolio management (PPM) function. Every organization is unique in terms of size, industry, complexity, culture, types of projects, and more. This article explores the aspects of project management that map to the software features that support them. The objective is to help organizations sort through the features and functions of PMO-supporting functions to determine which they do and do not need so that they can make informed decisions.
Project Management Offices (PMOs) partner, control, or serve the organization by providing structure in the form of project management methodologies. However, it gets more complicated when there are different project types – and different approaches to managing them. It is especially complicated when some approaches emphasize local, decentralized management – and need to support it from a PMO, which by nature is centralized. This article explores how PMOs can be supportive of various methodologies and help make localized efforts more effective.
There are many flavors of PMOs, according to many experts, but this article breaks it down to three main types. They involve emphasis on partnering, controlling, and serving within the community. Partnering means the PMO provides standards and educates and assists project managers to help elevate the practice of PM throughout the organization. Controlling sets and enforces standards across the organization and requires compliance. Serving involves providing the project managers as a resource on all projects throughout the organization.
One area of social media PM that can have tremendous benefits is that of mining knowledge. Most projects are in a practice area that has a vast library of knowledge out there on the web, thanks to social media. It’s up to the project team to take the initiative to leverage knowledge from social media – knowledge that will help move the project forward. The initial phase of the project is an ideal time to identify social media outlets that might benefit the team and advance knowledge.
There are a number of effective social media tools that can help the process of project management. Effective social media PM is all about identifying the right combination of tools that will efficiently and effectively move the project forward. Even if non-optimal tools are chosen but used effectively, the project will benefit, but ineffective use of the right tools helps no one! The emphasis needs to be placed on doing the right thing – not necessarily using a particular tool effectively!
Many people cringe at the thought of social media. After all, for all the goodness of connecting people and providing and open platform for sharing and expression, it also can be a tremendous time waster! It can be the same on a project! I think it’s a matter of attitude and approach as it is of tool mastery. On a project, it’s partially about having the right tools and having team members master those tools.
When I think of ‘Social Media PM’, I naturally first think about collaboration. It’s all about sharing information, making information open and available, and providing people with the opportunity to participate in sharing ideas and providing feedback. Collaboration is actually quite compatible with agile, which advocates for teams being ‘self-managing’. The only way teams can achieve that is through leveraging systems that support a high level of collaboration. Modern project management, no matter where on the scales from agile to waterfall, needs to leverage a high level of collaboration.