About prioritising in projects

What is most important? is the key to all priorities. In relation to the often complex relationships between Goals and Objectives I would just point out the following useful overview:
 

Input is a discussion about how much each success criteria means in the overall project. A valuable debate in itself! Then discuss how the desired functionalities actually is believed to contribute to the success criteria? Finally the multiplications gives an idea of the ​​importantce  of each functionality (Most for the buck) and of each delivery.
With this information, the project manager has a good (probably the best) background to prioritize what needs to be promoted and which can wait.

How will ISO 21500 Guide to PM spread?

I heard John Holst, Siemens talk about the new Guide to Project Management ISO 21500. John has patiently participated in the development in the last 5-6 years!
When asked how he thinks that the 'standard' will spread in practice, he says, as it is a global agreed guide, it gives the oppertunity (also and especially for public organisations) to state the requirement 'good project' ie. must comply with ISO21500 in call for tenders.
I had probably thought that this 'standard' would spread through associations IPMA, PMI and PRINCE2 because they can not get around to organize themselves against ISO21500. PMI already made ​​in its 5th. Edition which appeared immediately after the ISO.

Project Managers sense for Strategy

 

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We are repeatedly accused of "not grasping a meter of what is happening right in front of us ..". live with it because it's part of the job to accept all reproaches when things go wrong. You are as project manager just so visible that everything is sent in your direction. If it can comfort you, then there is at least as much reason to blame the line managers the same - it's just happens behind closed doors.

If you think you can get an education so you understand what your business is really doing, think again. The knowledge you need is in your organization, but there is simply no one bother to tell you about it.

 

Until our surroundings realize that we must be fed regularly with strategic information (because we can not get it in management and Board meetings), try indicated at least to place your project in this figure:

You lie low there is a good chance that you stand to be blamed when the project will be 'discovered' by the Executive Board. Located you high, you will be blamed (by your immediate superior) that you are wasting time on unimportant things.

Whatever you do, there is always dissatisfaction - welcome to reality in all management of organizations.

What is an experienced project manager capable of?

Just the same as an experienced manager: concentrate on the essentials, avoid details, preserve the outlook and choose the best in relation to organizational goals. It takes quite a few years to make it quite to the spinal cord.
Dynamic Baseline Model is the only model which deals with the project manager's experience, and it goes as follows:






For the model, you can see that you do not necessarily get better at project management by being able to produce Gantt charts etc. Yet focusing the vast majority of programs on such skills. The model here shows that project managers should learn much more about change management - then you can have project assistants to the other.
Read more about modelen here.

Remember solid grounding before you start

I've got this image from Cape Town, and it does look that the road / bridge project was shut down in the middle of it all.

It is surprising that the bridge / road has been completed, because there is seldom money when someone pulls the emergency brake?

IS there anyone who knows why they still finished the pavement etc. or the whole history behind?

Otherwise I usually say that start-up of a project is like when the spider spins its web - it is first and foremost about getting the first three four threads properly anchored, the rest is an 'easy' case.

Your personal Manifesto

Wikipedia defines it as follows:

A Manifesto (of latin, manifestus) is a text which forms the basis of an ideology, an artistic direction or another kind of cultural movement, through to explain the principles and intentions underlying.

In recent times we have had the Agile Manifesto, which has characterized the massive deployment that agile development has had ever since.

How does your Manifesto looks for Project Management? Try to fill out a few lines of this type:

Principle A rather than Principle X - or

Focus B rather than Focus Y - or

Method C above method Z

This exercise is a good way to get your gathered experience in project management cooked down. Agree with yourself about four lines and get them engraved on a steel plate and hang it up in your office so everyone can see what you stand for ...

Good luck

Get more time with your sponsor and steering committee?

I heard recently a manager say:

"If I did not have to spend so much time trying to understand the progress reports (which is very person dependent at us - even with common templates) I could use a lot more energy on coaching, problem solving and support ..."

It's an opinion that is worth thinking about the next few days ...

Good week-end!

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