A career develops over the years with a succession of missions and projects. Yet many ask : “How can project manaement practitioners develop an exciting career?” Here are my 7 recommendations.
There is something “people with white beards” have learned: complex environments require indirect rather than direct strategies. Indeed, direct strategies often fail in complex environments. As a symbol of an indirect approach, look at an ear of corn. You weed, hoe, and water the corn. Then wait for the moment of ripening.
Join me and Keyedin Solutions for this exciting and thought provoking On Demand Webinar “Three Capabilities for Strategy, Portfolio, and Program Managers in a Complex…
Things seem to go ever faster, especially in the domain of Project Management. Behind this phenomenon is a universal law, the Maximum Entropy Production Law. This article proposes a few tips to navigate as safely as possible the waves of this MEP law.
Tipping points make a project, a program, or a portfolio performance take off in an unexpected and favorable way. Here are seven features that help this emergence.
Social organizations are complex adaptive systems. And the nonlinear nature of these complex systems make them inherently indirect. Studying and learning approaches described by historical philosophers like Aristotle and Mencius, are of great interest for Project Managers and PMOs.
The three princes of Serendip are regularly making discoveries, by accidents and sagacity, of things that they were not in quest of. Read this amazing ancient Persian fairy tale.
PMOs who deliver value to complex projects, programs, and portfolio possess three secrets: competency-development, customer-centricity, and result-orientation.
A few PMOs deserve the term “high-impact”. They are able to create sudden, powerful, and positive effects on their environment. Here is what they do to create an impact.
The classical way of creating an Enterprise PMO is most often described as top-down. Here is another way, the bottom-up way, that works best in advanced organizations.
When you feel pushed aside and lonely, never give up your hopes and your dreams. Remember all great people who went through this hardship before you and still succeeded.
Gains and resistance in projects are common. One root condition to give life to the project purpose is the program team understanding of the population attitude regarding the expected project outputs and outcomes.
In project management, one size does not fit all. Real life shows that developing a piece of software in India is different from organizing Olympic Games in Paris.
Delivering value is a key goal for Project Management Offices. Yet, this is especially difficult in a world that becomes ever more complex. Agile Project Management Offices however succeed better than others to face this complexity challenge. Why? What makes Agile PMOs different?
Many ask : “I am not recognized in my PMO role. What should I do?”. I went through the same issue several times. Here are 7 actions that made me overcome such situations.
Nature selects for a balance between the two opposing poles of efficiency and resilience. How does it apply to Project Management and what can you do as a PM and a PMO ?
“Now, here, you see, it takes all the running you can do, to keep in the same place. If you want to get somewhere else, you must run at least twice as fast as that !” the Red Queen tells Alice.
The hummingbird is the very symbol of what a lean, agile, and effective PMO is. Here is a selection of 10 of these characteristics that a PMO may explore, study and learn.
Most projects show clear characteristics of complexity. You cannot use linear approaches to solve nonlinear problems. Only nonlinear approaches can fit the needs of complex projects.
Ignoring Black Swans, we like to pursue predefined goals. Yet, the reality is that life goes from surprise to surprise, with a few vibrations in between. Expose yourself to Black Swans.