The word “intrepid” comes from Latin and means “not alarmed.” I often say my primary contribution to a project is being a calming influence. Intrepid behavior – the ability to perform effectively under conditions of uncertainty in complex environments and difficult circumstances – is often what the team needs most from the leads, project manager, and sponsor. Practical applications include risk management, stakeholder engagement, and of course, dealing with financial and other resource constraints. If you have comments on this thought, please leave a comment at AITS. If you have suggestions for future topics, please leave a comment here.
As always, thanks for taking the time to read my stuff.
New project management articles published on the web during the week of August 1 – 7. And this week’s video: Dennis Nally, Chairman of PricewaterhouseCoopers International Ltd. introduces the key findings from PwC’s 19th Annual Global CEO Survey. Less than six minutes, safe for work, and valuable for understanding your organization’s global operating environment.
Must read (or hear)!
Dave Prior interviews psychologist Krista Pierce and PM Carson Pierce on ways to deal with the pressure, angst, and anxiety that come with the PM job. Just 42 minutes, safe for work.
Elizabeth Harrin takes a moment to reflect on the stresses in her career and balance with her family life. Naturally, she has a plan.
Conner Forrest reports on actions that US Homeland Security Secretary Jeh Johnson is taking to secure electronic voting systems in the 9,000 jurisdictions around the country.
John Goodpasture examines extreme risks: those for which the consequences are irreversible, and the impact is near-catastrophic. Fortunately, the probability is usually low.
Andy Jordan introduces the concepts of enterprise risk and portfolio risk distribution.
Harry Hall has assembled a list of diagnostic questions to ask when a project is troubled.
Helena Liu maps out the steps to take when a project starts to go wrong.
Ron Rosenhead points out one possible reason for “zombie projects:” a widespread management belief in inevitable success.
Binfire has just published their project management software buyer’s guide. It’s about the process of selecting what you need and makes no product recommendations.
Seth Godin reminds us what’s at stake when reviewing a contract.
Stefan Wolpers shares his curated reading list of Agile content for the week. Like this one, but focused on Agile methods.
Henny Portman reviews the second edition of Andrew Craddock’s “Agile Project Management and Scrum.”
Jeff Collins decomposes the introduction of Agile project management processes into existing organizations into five key steps.
Erich Orozco makes the case for not sharing people across teams.
Shuba Kathikeyan explains the Six Sigma DMAIC framework, certification sources, and the various Lean Six Sigma belts.
Joel Peterson, chairman of JetBlue, shares some suggestions for creating an organizational culture in which trust is secured by accountability.