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A Fast Business Case

A Fast Business Case

“If we create yet another way to complete this process, then we’ll improve performance, but people will ask why they have to change.”

Change is a hard thing, certainly not the most desired thing, when caused by someone else. If your performance improvement initiative is going to get any traction, you will need to state the business reason for the change. Normally, you don’t have time for a complete business case. Even so, don’t ignore the need. Here are some tips you might be able to use in these situations.

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BALANCING PROCESS WITH DELAY

BALANCING PROCESS WITH DELAY

“If I use systems thinking, then more and more of management problems can be addressed based on behavior pattern recognition, but I need to recognize the patterns, and know the proper methods of addressing the issues.”

One tool we use to help understand the Integrated PM system behavior, are these standard models, or structural archetypes of the Integrated PM System. They capture and help explain system behaviors, based on project structures, and not individuals. When a project demonstrates typical behavior, illustrated by these models, we first look for these conditions, and if found, address the known underlying cause.

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Benchmarking Overview

Benchmarking Overview

"If I use measures, metrics, and benchmarking in our improvement initiatives, then we will improve much quicker, and with less cost, but benchmarking needs to become a core capability of our team."

No single benchmarking process has been universally adopted. The wide appeal and acceptance of benchmarking has led to the emergence of a variety of benchmarking methodologies. However, with regard to project management, benchmarking activities usually are easier to implement and accept because you have something to point at- it has a tangible characteristic to it.

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Defining Project Success

Defining Project Success

"If we define project success as satisfying the projects’ constraints, then the construction of its WBS, and optimal value stream is simplified, but measuring project constraints can be a moving target, and is the compelling factor for the use of a reusable measure framework."

The ultimate purpose of project management is to create a continuous stream of project successes.

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Limits to Growth

Limits to Growth

"If I use systems thinking, then more and more of management problems can be addressed based on behavior pattern recognition, but I need to recognize the patterns, and know the proper methods of addressing the issues."

One tool we use to help understand the Integrated PM System behavior, are these standard models, or structural archetypes of the Integrated PM System. They capture and help explain system behaviors, based on project structures, and not individuals. When a project demonstrates typical behavior, illustrated by these models, we first look for these conditions, and if found, address the known underlying cause.

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Shifting The Burden

Shifting The Burden

"If I use systems thinking, then more and more of management problems can be addressed based on behavior pattern recognition, but I need to recognize the patterns, and know the proper methods of addressing the issues."

ACTUAL CONDITIONS

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Shifting The Burden to Intervenor

Shifting The Burden to Intervenor

"If I use systems thinking, then more and more of management problems can be addressed based on behavior pattern recognition, but I need to recognize the patterns, and know the proper methods of addressing the issues."

ACTUAL CONDITIONS

One area where shifting the burden structures are so common and so prevalent that it warrants special notice is when outside “intervenors” try to help solve Integrated PM System issues. The intervenor attempts to solve obvious system problem, and does so successfully, that the people within the Integrated PM system never learn how to deal with the problems themselves.

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