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Tag Archives: Project Management
Exploring Deming’s System of Profound Knowledge – Appreciation of a System
For many years I’ve been interested in the work of W. Edwards Deming. In particular, I’ve been interested in Dr. Deming’s System of Profound Knowledge. For convenience, in the remainder of this post, I’ll refer to it as SoPK. While … Continue reading
When Risks Must Be Treated As Issues
Conventional Project Management wisdom is that risks are unfavorable things that could happen, but have not yet happened, whereas issues are unfavorable things that have occurred. Yet, in the real world of managing complex projects, thinking that there is a … Continue reading
Project Managers Must Know When to Break the Rules
One of the major challenges, faced by Project Managers is achieving a workable balance between compliance with company policies, procedures and standard practices, and being responsive to external customer requests that require “bending” those rules. In theory, standard policies, procedures … Continue reading
Managing Project Risk By Looking Inside Your Team
In a September 2012 post I introduced the idea of “Implicit Metrics.” Implicit metrics are all about the nature and health of the project team operating environment and the ways in which it affects the interactions and knowledge transactions between … Continue reading
Project Management Decisions – Logical or Emotional?
For those of us who pride ourselves on making logical, data-driven decisions, recent neuroscience research says we’re kidding ourselves. A recent discussion posted by Paul McFadden in the LinkedIn Group, “NeuroLeadership in Project and Program Management Leadership” captured my attention. … Continue reading
Ideas for Better Project Metrics
Project metrics are a suite of parameters that we choose during the planning phase and then monitor and analyze during execution to help us make course corrections. They inform us of our performance against the plan and trigger us to … Continue reading
Tips for Better Project Baseline Management
Good Baseline Management is THE most critical factor in the execution and control of a Project. In my experience, more projects get in trouble because of inadequate, erroneous, poorly communicated, and ineffectively managed baselines, than any other single reason. A … Continue reading
Project Management and the Risk and Learning Cycle
During the life of a project there is a Risk and Learning Cycle that takes place that is critical to the success of the effort and an important foundation for projects that follow. This blog describes my thoughts on that cycle, … Continue reading
The Critical “Knowing Steps” for Successful Project Management
The Critical “Knowing Steps “ for Successful Project Management Some years ago, a friend of mine, and former colleague at Pratt & Whitney Rocketdyne, Kiho Sohn, were discussing the linkage between successful knowledge management and successful project management. I told … Continue reading
Posted in Leadership, Program & Knowledge Management
Tagged Knowledge Management, Project Management
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Project Management in the Matrix Crossfire
Many businesses have adopted a Project/Functional matrix management organizational model as a way of ensuring enterprise focus on both the near-term execution and long-term process capability. Matrix organization theory says that Functional Managers are responsible for building, deploying and supporting … Continue reading
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