Advanced project management

Advanced project management

I had the honour of guest hosting this week’s #pmchat .  The subject was Advanced Project Management.  Ever wondered what advanced project management is?  How to become an advanced project manager?  Tips and tricks of advanced PMs?   Let the #pmchatters fill you in!

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Setting up a shared service: Step one

Shared services are all the rage.  Want to save money, grow service resilience and maintain (enhance?!) standards, well my friend, come this way. The first step:  a business case, right?  Wrong. When you bring two or more services together, the likelihood is that you wont want all of the senior managers in the new organisation. Guess who has the power to drive or block the creation of the shared service?  Turkeys voting for Christmas.

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PMTV Episode 1: Doing more with less

PMTV Episode 1:  Doing more with less

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Project management TV: Doing more with less

Project management TV:  Doing more with less

I’ve raided the archives and dug out the first ever episode of project management TV , featuring #pmchat A-listers Bernardo Tirado , Hala Saleh ,   Robert Kelly , and  Taralyn Frasqueri-Molina .  We discuss ‘How project managers can do more with less’ – great stuff for those of us still battling through the age of austerity.   In this 30 minute episode, our experts give their top tips on getting the most out of staff in difficult times, and how to avoid personal burnout.   I’d love to hear your thoughts on what they have to say.

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Book critique: Playing the project manager by Charles Smith

Book critique:  Playing the project manager by Charles Smith

Charles has produced a very interesting book in ‘ Playing the project manager ‘ in which he asserts that PMs take on a number of different persona.  He describes character traits, tactics and strategies of his PM types and draws on real world examples to shine light on these modes of operation. While I agree that there are many ways to play the project manager, I disagree with Charles’ assertion that there is a hierarchy of effectiveness among these roles.   The number one trait of an effective PM is adaptability.  The successful PM will adopt the persona appropriate to the needs of the project, at that time.  The PM may well adopt differing persona throughout the course of a project as new phases are entered, and as the team moves through the Stormin’, Normin’, Performin’ cycle. Charles describes the foot soldier PM as an ‘enforcer’

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