I like to think of programme management as business lessons learned because it is the experiences and successful practices that help us understand how to manage effectively and efficiently. I also like to think of programme management as an open-source discipline, because we, as a community of practitioners, continue to contribute to its growth, success, relevancy, and acceptance.
All professionals know it is important to network. It helps to keep up with the profession, to be aware of developments and new opportunities, and chances for career growth
More and more in today’s environment Project Managers are being judged on how well they operate within, and adhere, to standard practices and disciplines. This is all very well, but let us stand back and think for a moment.
MSP (Managing Successful Programmes) is a best-practice guide from the OGC (Office of Government Commerce, an independent Office of the Treasury). It has been developed using the collective expertise and practical experience of some of the leading practitioners in the field. Managing Successful Programmes is unique in its status as a flexible generic best practice framework, and although it has been founded on best practice, it is not prescriptive.
Coaching is a highly effective management tool and yet, I have met only a small number of project managers who adopt a coaching style when supporting their staff. The unfortunate truth is that many project managers do not understand coaching and have received little or no formal training.
Traditional project management involves very disciplined and deliberate planning and control methods. With this approach, distinct project life cycle phases are easily recognisable.
An excellent manager taps into talents and resources in order to support and bring out the best in others. An outstanding manager evokes possibility in others.
Regardless of where your IT organisation has progressed in the evolution from a utility like service to a executor of business strategy, the bread and butter of most IT organisations is the successful execution of projects: non-recurring, limited duration activities designed around completing a defined task. As organisations have grown savvier about project management, successful execution is on the rise, however choosing the right projects to deliver remains a challenge for many companies.
Your boss has asked you to take the lead on a project in your company.
Status is project management communication, and any channel of communication available to you is a possible delivery method for status. There are two basic kinds of delivery method: presentation and verbal. When you give status in presentation format, you have a reference document that you are reviewing with a group of people
There is a way of doing things and a way of getting things done and they’re not always the same. Most organisations of size have a Project Management Office (PMO) charged with defining processes and best practices (the way of doing things).
