So much attention is spent on improving project mechanics, but precious little is spent on understanding the goals of the project, and of the portfolio.
In a true team, the people are joined in a mutual endeavor and will share the same fate. If someone doesn’t do their part, the whole team can fail in the mission.
Many organizations struggle with how much process to put into place versus “letting people do their thing.” There are a number of perspectives to consider.
Effective project estimates and resource planning are indelibly linked. After all, if the estimates are wrong, it’ll skew your resource plans. And if resource planning
Visibility of resource capacity and demand isn’t just important. It can be the difference between good decisions and bad ones.
You can have the best resource planning processes and systems in the world, but if you have the wrong people in the wrong roles, you’re sabotaging yourself.
A piece of spaghetti or a military unit can only be led from the front end. George S. Patton Patton was speaking to his young
The Pareto principle, or the law of the vital few, proposes that roughly 80% of the effects of a situation come from 20% of the causes. I believe this is also accurate for both project management and resource planning.
It was with great interest that I read a recent article in the UK-based Project Manager Today about… well… project managers tomorrow. Specifically it was about “how project management roles might change in the future.”
When I talk to certain people about resource capacity planning (you know who you are), their mind immediately goes to technology resources, not people.
Former Beatle Ringo Starr sang the iconic line, “You know it don’t come easy”. He could’ve easily been singing about bringing projects to the finish line successfully.
Management legend Peter Drucker said, “Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.”
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Let’s face it. It’s relatively easy to teach technical skills or business functions. What’s more difficult to teach are natural strengths. One strength is the
Decide how to communicate project priorities to your organization.
