This series covers highlights the seven habits that are highly ingrained in project leaders who are capable of consistently delivering project success. Our last post discussed the importance of airtight communication.
Habit #6: Stubbornly Sticks to Reality
The ideal project manager would make for a lousy politician. The project manager’s job isn’t to inspire optimism, but to tell you why a project might fail and to inform you when it’s failing. (more…)
This series covers highlights the seven habits that are highly ingrained in project leaders who are capable of consistently delivering project success. Our last post discussed risk management.
Habit #4: Strong Attention to Detail
When people think of a leader, they don’t generally think of someone who dots the Is and crosses the Ts. When managing projects, especially the control activities during execution, the ability to flawlessly execute on the minutia is crucial. (more…)
This series covers highlights the seven habits that are highly ingrained in project leaders who are capable of consistently delivering project success. Our last post introduced the topic and discussed the project charter.
Habit #2: Demands a Strong Architect
A strong leader relies on the support of their team members, especially in areas where the project manager is either weak or not expected to have a certain skill in the first place. (more…)
Our last posts discussed how failure is not an option for projects, and the way to avoid failure is through perfect planning and flawless execution. This series will cover the habits that need to be ingrained in a project leader for them to instill the discipline necessary to make project failure obsolete.
The critical elements of successful project execution are People, Process, Technology, and Governance. Success is consistently delivered when all of these dimensions are well defined, fully implemented, well-managed, and fully adopted. They must be both adopted individually and integrated together to enable each other for success.
This post covers the first and foremost of these dimensions: (more…)
In our last series, we covered the challenges and solutions to project strategy. This series will cover the challenges and solutions to project execution. Today, we will discuss the challenges around the initial specifications and ongoing governance of the business case.
Once you have set the initial specifications for a project, the next challenge is that many organizations simply do not have the horses in the stable to execute their initiatives. This can come in the form of not having enough people or not having the appropriate skills; it can also come at the management level or at the practitioner level, and any combinations of those possibilities. Each of these permutations will be redressed in the Execution Solutions series. (more…)
We are thrilled to announce the release of our third white paper this year, this time on project management staffing. As always, we wanted to give our loyal followers of this blog the first crack at this valuable content.
This comprehensive paper demonstrates a multi-tiered approach to project staffing, including an in-depth look at the best practices for the talent acquisition layer. Also included is a guide to picking the appropriate staffing partner.
As we’ve covered in previous posts, staffing project leaders requires a specialization that goes beyond staffing technical roles. This series will cover questions you need to ask prospective staffing partners to ensure they have what it takes to deliver excellent project managers, and other project leadership roles.
Do they emphasize quantity or quality of candidates?
“Quality over quantity” has become a business cliche, but it has an especial importance to staffing. (more…)