Earlier this year, Microsoft released Microsoft Project 2013. For the next several weeks, we will be going in-depth on each of the most important feature updates. In our last post, we covered introduced the high-level changes to Microsoft Project 2013 and gave in-depth coverage on Project Online in the Microsoft Cloud. Here, we will cover one of the largest changes updates in the tool: reporting.
The primary reporting features of Microsoft Project had remained relatively unchanged for the last 20 years, but with Project 2013, Microsoft has overhauled reporting and communication. It shouldn’t be a big surprise that the functions pertaining to project communication would see some of the biggest changes, given the buzz around Microsoft’s move to the cloud with their 2013 suite. (more…)
What if 25 of the leading project managers were to come together and share their best piece of advice for success in project management? That is the premise of the newly-released The Keys to Our Success, for which Project Assistants President and CEO, Gus Cicala, is a contributing author.
“It isn’t just about math and science anymore. It’s about creativity, imagination, and, above all, innovation. Organizations cannot compete on cost alone; innovation is CEO’s #1 priority.”
-Business Week Special Report
As the above quote demonstrates, the industry trend has transitioned from the knowledge economy to the innovation economy. In our last post, we demonstrated that adaptability is the key trait for organizations to survive turbulent times. But change and innovation aren’t just a simple “choice.” Many organizations have tried to implement changes, only to see no improvements. Others have been convinced of the importance of change, but remain fearful that they’ll cause a revolution instead of an evolution. Still others have decided to focus on innovation and are left with the question: “Now what?”
This post brings good news to those organizations. There is a formal method for change (more…)
During attritive economic times, luck alone does not determine which organizations survive and which become extinct. There is a process of Survival of the Fittest that takes place, to where those who are most attuned to the economic climate, business culture and consumer trends live on to fight another day.
While this perspective highlights the importance of “fitness” to a given environment, the true crucial feature is adaptability itself. As an example, let’s say that we lived in a business culture to where consumers only sought out the biggest and most recognizable names in a given industry. The organizations hauling in the largest profits and making the most notable expansions are able to hoard the market, whereas organizations earning slim margins on low-risk projects are simply flooding the market and are bound to die off. (more…)
Project Managers As Negotiators
In a lot of ways, a project manager’s success is tied to their abilities as a negotiator. Projects start out so nebulous that even when they go smoothly, it will involve negotiating a lot of gray area. But it’s when the plan doesn’t easily become reality—when things aren’t going as expected—when negotiation skills are truly necessary. There’s a triple constraint of time, cost and scope, so when something has to give, it takes a good bargainer to find a compromise that keep everyone happy.
Organizations are beginning to recognize the comprehensive power that Resource Management has for addressing how to manage projects and project portfolios.
To put it simply, the daily operations of an organization revolve around executing initiatives to achieve the corporate vision. There are two criteria for meeting that end: doing the right projects and doing the projects right. Doing the right projects is the goal of Project Portfolio Management (PPM), and doing the projects right is the goal of Project Management. These two entities, then, are the foundational basis for accomplishing the mission of your organization.
What makes Resource Management so powerful is that it lies at the heart of both PPM and Project Management. (more…)