New PM Articles for the Week of May 16 – 22

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.


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