A problem every 823 years

If you have experienced problems with following your schedule for this month is might be because of the overwelming number of weekends in this month and they are always a threat for even the best schedule - long weekends, handovers, absenteeism etc. March has got five Fridays, Saturdays and Sundays!!

and you have never seen that before besause it is 823 years since last time..

With this little insight I wish you a pleasant Easter.

 

To Buffer or not to Buffer!

Many are too optimistic that they'll be "getting things back on track" if something goes wrong in a project.

I realized many years ago on their way into Yugoslavia from Austria, that it is good with buffers along the way in a schedule. Do not put a little buffer in the end - at the time, you've already lost.
In Austria they give you security against brake problems like this:

In Yugoslavia (dengang!!) Did like this:

Which model do you like best?

Action speaks louder!

Some of us are sometimes paralyzed by a decision - "it is the right solution I choose here?" We ask ourselves again and again. We examine and challenge and check and ... and yes, time passes. Sometimes we should maybee decide a little faster?

There is no 100% right decision! - You can probably get close to, but absolutely nothing beats the consequences, or can we say the feedback? from a implemented decision. It is ultimately only here, we know exactly what should have been done - and maybe it was the rigt thing!

So we are stuck between your time to study or take the time to learn. Either we prefer the decision be delayed or we make it quick and instead use the time to deal with the consequences. It could be that it went well! In fact, I would argue that you usually take roughly the right decisions, but the goal of always making the right is a hopeless waste of good energy and time and money.


It is important to note, according to whether one is driven by the desire to win or fear of failure. The last one is a life threatening position. The only thing you and your environment survives on, is a positive attitude towards life.

Also keep in mind that it is rarely very cautious and skeptical types who become leaders. Most managers love platitudes such as "let's move on!", "We do that!", "Let's get started!", "There is really gunpowder in her!", "He really knows quite well what he wants!"etc. yes, action speaks louder!

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.