El Top 20 de Software de Administración de Proyectos.

El Top 20 de Software de Administración de Proyectos.

Desde  capterra.com , el Top 20 de Software de Administración de Proyectos.

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What are the differences between management and leadership?

What are the differences between management and leadership?

.. and how does it relate to project managers? Management is said to be the discipline that specializes on maintaining the status quo, conforming to standards and organizing and directing individuals around the boundaries (time, money, quality criteria etc.) that have been set to achieve the task. If you are a good manager it means that you are good at producing a set of products and services in a predictable way, day after day, on budget and to consistent quality. It is a discipline, which requires you to be rational and logical and make use of certain skills and methods. Leadership on the other hand is concerned with setting goals, making improvements to existing ways of working and motivating and leading the team to reaching this new direction. It is characterized by certain behaviors such as sharing an inspiring vision, producing useful change, leading by example, empowering others and creating the most conducive environment for team success

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The power of asking for feedback

The power of asking for feedback

Asking for feedback is one of the most powerful tools on your road to personal and professional growth and it’s an excellent way to strengthen trust and relationships on the projects you are leading. The people you work with can see you from all angles, but without the use of a mirror you can only see a limited part of yourself. Without feedback it can be hard to ascertain – not just how you look – but also what effect your leadership style has on others. You can pick some of this up by observing people’s body language and how they react to you, but you will get a much better understanding by asking them directly.  Image curtsey of FreeDigitalPhotos.net Many people shy away from asking for feedback because they are afraid what they will be told, but we are much better off knowing than not knowing. At least we can then do something about it. Besides, when you ask other people about their opinion, they are likely to also tell you about something you do really well that you were not aware of. Feedback highlights your strengths as well as your weaknesses

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ITIL y PMBok

ITIL y PMBok

Y ahora aprobé el examen de ITIL Foundations. En el mismo espíritu que con el exámen de Cobit, aquí algunos artículos sobre como trabajar con estos marcos de referencia. PMP and ITIL: Framework Methodologies with Valuable Synergy ITIL, COBIT, PMBOK, BABOK & TOGAF – 5 tools to improve your IT department Una presentación en español: ITIL (R) y el PMBok (R) Y especialmente recomiedo este extenso artículo del que espero comentar algo mas en fecha próxima: Integrating Project Management and Service Management 

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Tres técnicas para controlar el alcance del proyecto

Tres técnicas para controlar el alcance del proyecto

Uno de los factores más importantes para el éxito de un proyecto es establecer y controlar el alcance del mismo. Este artículo del boletín de TenStep sugiere tres técnicas que ayudarán a conseguir proyectos exitosos. Congelar solicitudes tardías de cambio Alcance Mientras mas tarde ocurre un cambio de alcace, más impacta al cronograma y al presupuesto.  Se podría pensar que si el patrocinador está dispuesto a aprobar los aumentos de presupuesto y tiempo para hacer el cambio, simplemente debería hacerlo. Esto es parcialmente cierto. Llega un momento en el proyecto en el que simplemente no tiene sentido hacer cambios de alcance adicionales. Ese es el momento de obtener un compromiso de congelar el alcance. No sólo los nuevos cambios serán costosos de implementar, sino que serán una distracción para el equipo del proyecto

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