This post is Part 2 of a three-part series. Part 1 covered the essential information needed to understand the remote team environment. Part 2 covers more nuanced aspects of social and cultural relationships, including: Building relationships with the Lo-Fi version of...
Project Management Skills
Recently I was asked a question about managing projects across multiple timezones. I think I know a bit about that, so I jotted down a few notes; then some more. The list kept getting longer and longer. Eventually, I realised I needed to publish them in two parts....
This is an abstract of a Medium yarn I published a couple days ago. if you're interested in the full read, go check out "3 scary behaviours seen during Covid-19 to improve on in life and avoid in projects" Over the months of the CV-19 pandemic, I've noticed...
As I move around from one project management assignment to another, I repeatedly find myself involved with a new software vendor. What stands out each time is how obvious and visible their underlying values and principles are underneath their day-to-day behaviour. It...
Plans Project plans and planning are inevitably a part of any project initiative. In almost all enterprise environments projects are next to impossible to initiate and to execute without a plan. By "plan" I mean any artefact that attempts to define the current and...
If you’re a startup, then your organisation is the team. If you’re in a larger enterprise, your team can start small: maybe even just with you! but if you are even modestly successful, you’re going to have to grow the team. In fact, beyond the craziness of early stage startups, mostly you have to grow the team in order to be successful. But as you grow, you run the risk of getting too large. How large is too large?
Scrum and Agile Guru Mike Cohn wrote in his weekly Agile Tips email that we should mark the moment to focus on what our teams have achieved. Triggered by the bigtime Thanksgiving celebration in the USofA, Mike wrote how we often struggle to recognise the past good...
Suddenly you need to accelerate the delivery of your project! You no longer have until, say, 15th May, you now need to deliver by the end of April. Or maybe the middle of April!! So now you have to think about if, and how, your project can be accelerated. So, what can you do? How do you determine viability of acceleration, without ending up in a nett loss of momentum or progress, even if the acceleration process doesn’t materialize? Over the next few posts I will look at the key aspects of this question, and provide recommendations on how this can be approached.
Projects fail because we make them fail. Until we start thinking in these terms, we’re likely to continue to make them fail, because we downplay the well established causes of failure, and ignore the most obvious and well known contributors of success.
time is of the essence when kicking off a project. you lose more time at the beginning than anywhere else. but you can prevent it by being pro-active.
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Each week Adam writes about interesting and varied topics for Project Managers everywhere and curates useful articles, books and papers from other sources.
- The Project Manager’s “Predator Helmet”: Nine diagnostic filters for your projects
- The Hysteresis of Hysteria – The 11-Step Cycle of a System Crisis
- The Gradient of Terror – Project management and non-linear forces
- Rethinking the (Work) Breakdown Structure – Part 2.4: Summarising the pivot points
- Rethinking the Work Breakdown Structure Part 2.3: Leveraging a broader range of tools
- Adam Reads
- Agile Concepts
- Agile Documentation
- Anti-Teaming Behaviour
- Breakdown Structures
- Customer Advocacy
- Customer Service
- Customer Value
- Deliverables Management
- Gradient of Terror
- Manifesto for Action
- PAP #1
- PM Twitter Lists
- Principle-based Project Management
- Project Action Hacks
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- Project Management Community
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- State of Project Management
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