I would like to continue the discussion I started a while ago on highly performing project teams. This is a topic that I think is very important, but one that we do not discuss often enough as project managers. In this article I want to focus in on preparing team members for a project.
Prioritisation is crucial for effective project management in organisations. It is prioritisation that gains access to those resources required to get the project done. Without prioritisation there can be a continuous fight for resources and projects drag on and on.
I am very interested in what makes a high performance project team. I don’t have all the answers to this topic, and I am really interested in other people’s views. This article contains some of my views of what helps. I hope it encourages you to share yours.
Read any guide to project management, or have a discussion on project management processes, and there is normally one important assumption that is taken for granted. Your work as project manager starts at the beginning of the project. Unfortunately, this is not always the situation.
Last week I posted an article discussing the challenges and possible approaches to managing consultants on project teams. But what if it is you who wants to be the consultant? This week I look at the other side of the coin and discuss the approach to becoming a consultant.
I am often asked about management consultants as it something I profess to be, and is something I have talked and written about. This article is the first in a pair about the consulting profession. This first article suggests ways to manage any management consultants on your project teams. In the second I will look at it from the other direction and discuss how people go about becoming consultants and what it means.
If you are someone who has read management textbooks for a long time then you will have noticed, over the last few decades, the increasing emphasis on leadership skills. Successful businesses are presented as those that have great leaders. In contrast, unsuccessful businesses are often presented as those without a vision or without bold leaders.
Two of the biggest recent trends in management have been Six Sigma and Lean. These were originally separate approaches, but they are often conflated nowadays into Lean Six Sigma. In this article I treat them as one discipline, although each brings different tools, areas of focus and value.
In this article, I want to share some of my experiences of developing new products. I have been involved in several projects to launch new products, and a few to start new businesses. But I’m writing this as much for a general lesson I have learnt from those projects, as to discuss detailed lessons about product development.