Using a glossary for discussions
In discussions aimed at bringing about organisational changes, we should agree on the definitions of abstract terms we use.
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An Enabled Project Management Environment
There are no real-life stories of putting staff on a standard Project Management course procured by HR, and having them successfully deploy formal Project Management when they come back. We design training towards the results that must be collectively achieved in the environment where the participants work, including tutoring in skills pertinent only to specific individuals. The result of every training step must justify the time and money spent on it.
The articles below explain what it takes.
Waterfall and agile, and getting the basics in place first (Part 2)
How is it possible that an agile framework like Scrum can result in so much cynicism that even Google has learned to predict the phrase “waste of time”?
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Waterfall and agile, and getting the basics in place first (Part 1)
The waterfall and agile models are used in the context of the Software Development Life Cycle. The core principles also apply to a variety of other project types.
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The importance of defining abstract terms
In Project Management, we need to clearly define what we mean by terms such as system, method, methodology, framework, process, vision, strategy and tactic. Everything at work changes based on how we understanding such terms.
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From abstract to concrete
In projects, defining abstract terms helps us see the broader context, allowing us to better see where to zoom in.
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In projects, inappropriate authority structures can mess it all up
When would be a good time to start learning about effective authority structures, and how to put them into place?
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Implementing Project Management via training
Training people in Project Management is not the same thing as implementing Project Management. Implementation is a process driven by senior management. Training forms part of this process, and senior management must therefore be involved from the onset.
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Respecting the individual
Effort spent on individuals—time, money, energy, training, coaching, whatever—should be applied where it can provide the best possible return on the investment. The training should respect individual differences in competence.
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The role of the leaders in implementing Project Management
Senior management must understand the difference between day-to-day management and Project Management, and how this affects reporting and authority structures.
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The significance of Project Management maturity
Training does not begin with ‘staff’. The first step is to equip the senior decision-makers to set a strategic direction for Project Management, and to set measures for what real-world ‘success’ would be.
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