New project management articles published on the web during the week of May 16 – 22, 2011. We read all of this stuff so you don’t have to! Recommended:
- David Hillson suggests we take “the Ikea approach” to risk management. Ever assemble furniture from Ikea? Check the instructions – few words, lots of pictures, all tools supplied. Hmmm …
- Elizabeth Harrin reports from the PMI Global Congress EMEA in Dublin, with a summary of Alfonso Bucero’s presentation, “How what you say impacts your project.”
- Bas de Baar tells us how to influence a “temporary tribe” – a group pursuing the fulfillment of a certain outcome that disbands after they reach their goal. You know; a project team.
- Lynda Bourne argues that project delivery teams are stakeholders, too.
- Jordan Bortz writes about the cultural aspects of bringing elements of Japanese project and production management techniques like Lean, Kanban, and Scrum to the west.
- Did you know the Project Management Association of Canada has had a Certified Agile Project Manager designation for over two years? Peter Saddington has the details.
- Samad Aidane interviews attorney Matt Karlyn on best practices for drafting statements of work. Highly recommended; forty minutes, safe for work.
- Michael Greer advises us to never build more than you want to revise, because re-work will happen. Design your project with re-work opportunities built in!
- Patrick Gray suggests a major project needs a follow-up by the project team, including all of that stuff we said we’d add to “phase two.”
- Michael Wood is already preparing for 2012, thinking through the effects of the tsunami in Japan and high gas prices will have on the supply chain. Think globally, plan locally?
- Todd Williams presents a model for project success, directed at progressive CIO’s. “The concept of the IT project has vanished, there are just projects using IT resources.” Including IT project managers, right? Right!
- Craig Brown explains the difference between requirements management and project scope management.
- Glen Alleman expounds on our probabilistic world. “No credible project manager believes that the numbers – cost, schedule, and technical performance – are deterministic.”
- Bruce Benson says your project does not need more people, more time, and more money. And he seems to mean it, despite not knowing anything about your project.