April 5th, 2011
Use the technology you have to automate your work. By doing so you will save time and improve productivity.
For those of you that have wireless networks where you work, if you bring your laptop to meetings and take notes electronically you will find that it saves you time! Having your laptop allows you to check calendars, semi-draft email messages and create calendar invites that you can complete outside the meeting. You will also have access to other productivity tools that will save you time!
Make sure you unplug from the technology and the end of the work day and enjoy the rest of your life! 
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March 5th, 2011
In order to have a successful PMO you need a ‘proper’ PMO director. I am amazed to see how many PMOs fail due to the fact that they do not have a ‘proper’ PMO director. What I often see in my consulting career is companies move people around in their organization and give them the title ‘PMO Director’, and then compound the situation by sending that person off to get project management certification (as if reading a book and taking a test really means you know how to manage projects). Needless to say the result is missed time lines, over budget projects, lots of change requests and unhappy customers.
I find it odd that so many people actually think that someone who “shines you on” (someone that falsely leads you to believe they are something they are not, and is adept at making you feel good for the moment but really has no relevant experience. They read a book about project management and now think they are a “professional”) is a viable candidate for director of the PMO. Don’t fall for that illusion!
Why hire someone simply because they have a piece of paper stating they passed a test? Why hire someone if they have no experience in the field they are planing to manage? Why hire someone simply because they sooth your ego? If you do then don’t expect success.
Be realistic! If the candidate has no IT experience then don’t hire them to manage an IT PMO. Don’t fall for the illusion of a piece of paper qualifying someone as a ‘professional’. Look at their experience! If you follow these basic common sense steps then you will have success.
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November 9th, 2010
1. The business does not buy into the project and abdicates responsibility, which results in internal conflict.
All projects coordinate to a business strategy. All projects are purposed for results. All projects change the present way the business is to work. These aspects will be definitely make life easier for the end user, will provide faster and more efficient; provided they are correctly performed and for their acceptance criteria all stakeholders have been consulted. The scope statement includes milestones, objectives, requirements, thresholds, and acceptance criteria are what you should remember; each of which requires stakeholders to add their important contribution and partake.
2. Having multiple and conflicting goals impacts on the project.
It is acceptable to have positive conflict; agreeing to disagree yet continuing to work together and on the project for its interests, is brilliant. When there are continued conflicts, something has not been defined rightly and not accepted by the stakeholders. The conflicting goals highlight the areas that expect correction. Validate the ‘”define, design and develop’’ goals. Workshop the conflicting areas with all significant stakeholders and agree the changes.
3. It’s incorrect and unrealistic initial estimate and time frames.
To make sure that the contract for the project was agreed, accepted and signed usually the sales team has manipulated the estimates and time frames. Can you improve these constraints? Yes and No. It is dependent on the project owner’s decision. They will do so, if they have the capacity. In most instances, you will be required to commence the project and whilst delivering the project, phase by phase, stage by stage, establish the correct measures and present them to the project owner.
4. The business is not ready for the change.
Smith and du Plessis (1994:107), identify change as “…any alteration of activities in an organization”. According to Kiernan (1997:81), most people find very rapid or unpredictable change uncomfortable, frightening and upsetting. According to Robbins and Finley (1997:38), outline the importance of involving people early in the change process. Cockman, Evans and Reynolds (1999:59), state that people all differ and therefore, react differently to change.
In respect of the following shows the differences:
* personalities;
* skills;
* ability;
* aspirations; and
* feelings / emotions (especially about change).
The people that will be affected by the change should have the chance to comment or provide input to the change. The communication and training effort during the change will also decide how successfully the change is enforced. Understanding and dealing with these differences, is significant in ensuring the successful implementation of the change. Due to lack of acceptance by the organization, projects fail most of of the time.
5. The execution of the project results in chaos.
It is significant the way in which you provide the project. Always consider the policies and procedures of the company, the governances that are to be upheld, the protocol’s aiding the correct interactions and the culture and environment the project is to be deployed in. Also, your project approach must include all these aspects and they must be conveyed to all stakeholders. Facing any organization implementing projects, is the correctness to coordinate people, culture and processes is the biggest challenge today.
Project goals and objectives must be well defined in order to handle and manipulate the people challenge Through milestones and clearly defined deliverables these projects goals and objectives are generated. Over and above this, successful project management requires the following infrastructure basics:
* basic people management skills;
* established processes for organisational planning;
* communication skills and channels;
* management tools; and
* coâ€operation, teamwork.
Wishing you the best in your projects
e-ProjectManagers.com
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