Project Management

Articles on how to run projects, using project management techniques

Stripping Project Management to Its Core: Planning What You Need to Get Things Done!

When you think about project planning, there are both simple and complex areas included in it. Once you get your scope planned correctly, the easy next step is to clarify what you need to get it delivered. Let’s see how it works, if you ignore for a bit the standard order of steps and think about it in your own logical flow.

Stripping Project Management to Its Core: (Re)Defining Scope Planning

To continue the trail of thought about the core of project management, I would like to cover one of the most important areas in project planning: scope management. Not the whole spectrum of scope management (this would result in a huge article), just the planning side of it. When you plan your project scope, what does it really mean? I’ll try to answer this question and would love to see you to share your view as well.

Stripping Project Management to Its Core: (Re)Defining Project Initiation

I keep having this dilemma for quite some time now: if I were to strip the standard project management methodology to its bones - how would it look like? Which are the core principles that keep it together and make projects run well? Here’s the first episode in a mini-series in which I will share my view on the core project management principles. And, as in any project, I will start with project initiation.

It’s Too Small to be a Project...

One of the ongoing frustrations for anyone running a project management team in a business is being asked to deliver activities which should not be considered as projects. This is particularly common when project managers or project management teams have a good reputation in a business. Whilst we all want a good reputation, with such a reputation comes the tendency for the business to dump all sorts of troubling bits of work our way. Anything which there is not an obvious home for can be dumped on the project managers. This is a tendency to be avoided!

In this article I will cover the boundaries of project management, what should not be a project and what solutions you have when you are being given work that’s not a project.

The Culture of Delivery

As project managers we do not deliver on our own. We deliver as part of a larger organisation. Typically, only a small part of the organisation is involved in the project we are running. What the organisation does share is a culture – or at least a series of broadly consistent behaviours and beliefs. Our ability to deliver successfully is impacted significantly by the culture of the organisation. Some organisations have cultures which seem to facilitate or encourage delivery. Unfortunately, other organisations seem to have developed cultures which are almost perfectly evolved to obstruct delivery at every point.

In this article I identify a few characteristics which I think help or hinder delivery. I hope these ring a bell for you. I’m most interested to use this article to generate a discussion about the culture of delivery. So... let’s start.

Learning from New Product Development Projects

In this article, I want to share some of my experiences of developing new products. I have been involved in several projects to launch new products, and a few to start new businesses. But I’m writing this as much for a general lesson I have learnt from those projects, as to discuss detailed lessons about product development.

Reviewing Managing Change Step by Step

One can argue that all projects are about change, even though the degree of change varies a lot between projects. Personally I consider project managers to also be change managers, and knowing different tools and frameworks for managing change critical to any successful project manager. As the title says, “Managing Change Step by Step” is a book about how to successfully approach change projects, especially those that bring more meaningful change to your organisation. In this review i will try to evaluate if this book is useful to have in a project manager’s library of good management books or not. Read on to find out.


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