New information added monthly
January 2015 - To start the year in Papers we present Part 1 of our review of a must-read book: Reconstructing Project Management by Professor Peter Morris. Truly academic and thoroughly researched but, as we found out, thoroughly readable.
Our Guest this month is Pat Weaver who presents a challenging case study of the governance over the construction of the well-known Crystal Palace exhibition hall in London in 1851. It was a remarkable achievement – cost effective and timely completed, but how did they do it? You decide!
In Musings, in this Challenged by the Word "Scope"? - Part 1 we question the value of an "official" Glossary of project management terms and how all authors should handle definitions. We had intended to discuss the meaning of Scope, but we'll do that next month.
December 2014 - In Part 4 of the Guest paper on Lessons in Learning, Robert Goatham provides further insights gained from the case study, including what can be learned given the right circumstances. In particular, he comments on the merits of role models, leadership, coaching, and the need for mentors.
In Papers we present a more inclusive definition of project management and a corresponding hierarchical management structure. Then, by way of A Comparison of Project, Program & Portfolio Management Responsibilities, we identify the role boundaries for the managers at each level, in sixteen domains of project management.
In Musings, we disagree with some advice we received on PMOs Challenge: Achieving Project Process Compliance. The PMO should establish leadership through providing a management service, and not by mandating practices that may be inappropriate or even unnecessary.
November 2014 - In Part 3 of Robert Goatham's Guest paper on Lessons in Learning, he describes a case study from which he claims that it is possible to train people in higher order thinking skills — inspite of strong resistance from some.
In Part 4 of our Paper on Defining Project Success, we summarize contributors' thoughts on project success, and provide suggestions for resolving the main issues.
In Part 3 of our Musings on Implementing a Standard Project Management Methodology, Larry differes from Max on his views of the project life span. The project life span is not the project, it is the project that passes through the required (governance) life span. He has other differences and questions.
October 2014 - In Part 2 of Robert Goatham's Guest paper on Lessons in Learning, he eschews "tools and techniques" training in favor of even higher "Higher-Order Thinking Skills". These are the essential skills for project managers to manage large and complex projects. The costs of such training should be judged against the costs of project failure.
In Part 3 of our Paper on Defining Project Success, respondents to the discussion distinguish between successive levels of the typical corporate management hierarchy and how each views "success" differently. The difference between "project success" and "product success" is also an issue. Read the discussion for valuable insights and examples.
In Part 2 as a follow up to last month's Musings on Implementing a Standard Project Management Methodology we discover, among other things, that not everyone interprets the word "project" the same way — and some even see "project management" differently.
Helpful information for people in a hurry
It is not for me to tell you how to run your project — that's your decision. Nor am I trying to teach you project management — there are plenty of excellent books and courses to do that. You see, any fool can make things complicated, my goal is to keep it simple! Nevertheless, there are over 12,500 pages of project management information on this site and, to find what you are looking for, either:
- Go to the broad subject areas shown by the links at the top of the left sidebar
- Go to the site map for links to all of this site's content listed by PM topic, or
- Use the Search My Site link on the left of each page to reach the Google search panel
Our ultimate goal: More successful projects because more products are successful.
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Issacons stands for Issues and Considerations and are sets of slides providing summary information responding to a specific question associated with a particular project management topic.
Designed to save hours of searching when all you want is a simple checklist, they provide the reader with succinct information. Issacons are more detailed than a plain bulleted list.
Tip: To view a slide as text, click the "A" button on the right side of the slide.
My thoughts on various incidental project management topics. |
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A free-on-web comparative glossary (version 3.1) designed to show how many common terms mean different things to different people, thereby leaving you free to create your own distinct version for your particular project.
Points of view from other contributors.
Papers and Book Reviews: Thought provoking and valuable insights into project management. Books I have written.
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