Recently I received an email from Rogerio Manso. He's involved in IT project management and also teaches others on the topic. Rogerio's contacting other subject matter experts around the globe because he's putting together a collection of advice that he'll offer for free to his project management students and anyone seeking to learn from others. In order to do this, he's asked a question. It might seem a fairly straightforward question but when you sit down to think about it, there are many possible responses that make it challenging to fix on just one thing. The question?
What is your best advice to be a good Project Manager?
We’re doing some landscaping. It’s not a huge amount but it’s enough. Landscaping = change and just like any change, it’s exciting and a little scary all at once. What if we’re being too ambitious? What if we don't know what to do? What if, in the end, it doesn’t meet our expectations?
Regardless, we made a start and had 6 cubic meters of gravel dumped in our driveway. Looking at that gravel and what we had planned got me thinking about how organisations approach change and why they’re often disappointed with the results.
Here then, are 4 lessons that came to mind as I helped shovel, barrow and spread that gravel around…
The Project Management Benchmark Report from Arras People is a must read for all Organisations and anyone directly or indirectly connected to projects. I've read the 2016 report a number of times and find it particularly interesting for 4 main reasons:
It's the 11th annual report in this series so that plus the number of respondents is a solid base for year-on-year analysis, trends and drawing of conclusions.
Certification statistics clearly don't support the amount of noise in the market about Agile.
Regardless of the time and effort expended on methods, process, or training, projects continue to fail.
42% of hiring Organisations believe it's getting harder to find "appropriate" talent.
This last point really stuck out. Why can't they find the talent they need?
Do you know what's happening across the organisation and what it means for your area of the business? Or do you rely on your employees to do the right thing for the business as a whole?
These and a raft of other questions are frequently asked by Executives that are connected with what's going on both in their own business unit and wider organisation. Through clarity, pragmatism and just the right amount of disruption, these Executives are connected in a way that increases the level of business benefit they can achieve through their operational and project activities.
We've identified #11Things we believe only a connected Executive could know...