Fin de año 2014 y arranque de 2015

Fin de año 2014 y arranque de 2015

Al menos en un par de ocasiones he cerrado el año haciendo un recuento de cómo trabajé en el blog a lo largo del año. Esta vez no lo voy a hacer así, por varias razones. Una de ellas es que no pude escribir tanto como quería en la segunda mitad del año. Y es que no ha sido un año fácil. Las circunstancias me obligaron a buscar un nuevo rumbo profesional, y eso puede llegar a absorber todo el día y todos los ánimos. Así que hoy quiero darle otro sentido a mi último post del año y retomar un mensaje que puse días atrás en facebook. Pienso que todos llegamos a un punto en nuestra vida en el que vamos a tener que reflexionar sobre lo que ha sido nuestro camino

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What are the 3 biggest mistakes that project manages make?

What are the 3 biggest mistakes that project manages make?

In my role as a project leadership coach, trainer and facilitator I come across many project managers who are struggling to gain traction on their projects. They find it hard to get team members to commit, to gain buy-in from stakeholders and to win people over. They put in a lot of effort and complete a lot of work; yet they are not getting the results they want. Their projects are slipping, their clients are unhappy and their teams are de-motivated. Often, it is the most urgent requests that get their attention. At the bottom of the pile are activities that they never get around to.

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Why do projects continue to fail – and what can we do about it?

Why do projects continue to fail – and what can we do about it?

You are probably as familiar with the statistics of failing projects as I am. A study by The Economist and the PMI shows that only 56% of strategic initiatives are successful whereas according to other studies the success rate is far lower depending on sector. The House of Commons in the UK for instance have reported that only one third of major government projects are delivered to time and budget. Projects fail because of unclear scope and success criteria, lack of strategic alignment, lack of change management skills, underestimation, inadequate risk management, and lack of buy-in and engagement from project sponsors. Shockingly, PMI’s Pulse report shows that despite it being a top driver of project success, fewer than two in three projects have actively engaged sponsors. That’s alarming! I wonder how the situation might be improved if project managers had better relationship-building and influencing skills. The report also shows that organizations are losing an average of $109 million for every $1billion spent on projects due to lack of focus on people, processes and outcomes. And that is in spite of more tools and techniques being available that help us keep track of the many moving parts of a project.

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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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