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.
You cannot plan projects perfectly; the plan will be out of date by the time the ink dries! At the same time, you would never think about moving ahead on a project without some planning. Add to this the reality that, in today’s economy, speed is the dominant winning factor. How much planning should we do? When do we do the planning? How can we ensure that a project delivers what is intended?
Adaptability is a very admirable quality – for both individuals and organizations. However, both individuals and organizations LOVE predictability. We tend not to like surprises! These two characteristics – adaptability and predictability – are opposites, both admirable and desirable, and yet there is certain friction between the two. How do we find a balance between adaptability and predictability, and somehow practice the best of both? This article explores the differences between adaptability and predictability…and how you can help your organization promote and benefit from both.
Can you think of an athlete or performer who is extremely agile? It’s easy to think about an individual being agile. Now think about work teams – for example for a team of software developers – that function in an agile manner. How agile are the individuals on the team? What agile characteristics describe how an agile team functions? Now think about the organizational level – which is much more complex.
Organizational agility is a hot topic and a hot approach today. However, in many ways, it is a matter of unlearning some past organizational habits and practices! Could it be that you and I were each created to be naturally agile, but we have merely been trained over time by organizations and society to be more rigid in our approaches? This article examines this idea and lays out a new proposition for thinking in a more agile manner that is more adapted to today’s realities.
Devising business strategies is complex – but much easier to do than implementing the strategy. Strategy implementation in businesses entails addressing broad cross-organization issues – like organizational framework, culture, communications flow, and lines of responsibility. This article explores a few of the key factors that can make or break the successful implementation of a business strategy. It looks at where businesses have succeeded – and failed – in their strategy implementation – and what they can do to improve chances of success.
Projects necessarily implement strategy, even if only at the most tactical level. Thus it is important that the PM have an understanding of strategy in general – and of the organization’s strategy in particular, especially the aspects that are driving the project. Understanding the strategic drivers of the project shapes the timing, quality standards, and cost variables for the project. It also determines the key metrics for measuring progress toward the strategic objectives of the project.