Monthly Archives: March 2011

Projects Are About People: Using Your Emotional Intelligence

Managing emotions is key to managing projects

You are a Project Manager. You may not realize it, and you may have some other title engraved on your business card, but believe me—you are. Envision a Saturday morning. Paint brush in hand, in-laws arriving tomorrow, and you angry at the realization that there’s not enough paint to finish the guest room. Your spouse is standing by, volunteering well-intentioned guidance “Don’t fall off that ladder!”

At this very moment, you are a Project Manager, trust me.
What’s more, I can predict the outcome of this project based in large part on the very next thing you do. It’s not whether you actually fall off that ladder, or whether you’re able to get more of the custom-colored paint. Sure, you’ll need to address those things… but the real predictor of how your day’s going to unfold is what you say next to your spouse:

(read the rest of my guest post at Tom’s Planner.com)

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If You Could Be King/Queen for a Day…

Special Guest Bob Jewell, CEO of Omega Leadership Group

We had a great live audience turnout for the latest episode of “PDU For Lunch” featuring leadership veteran Bob Jewell of Omega Leadership Group.  Did you miss it? No worries, you can view the recording  (and still earn a PDU toward maintaining your PMI certification!)

WATCH THE RECORDING

Bob Jewell polled the audience on a number of interesting points about the PMBOK (Project Management Body of Knowledge) and challenged the use of some very common terms like “scope” and “critical path.”

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Broadway’s Spider-Man: A Tangled Web of Lessons in Project Management

A project crippled by scope, budget, and time.

The Broadway production of “Spider-Man: Turn Off the Dark” has been plagued with significant delays, cost overruns, technical failures, scathing reviews, and most recently, the apparent dismissal of its director, the esteemed Julie Taymor. Those familiar with the Broadway community know Ms. Taymor as the brilliant creative and directorial force behind the smash hit “The Lion King”, as well as numerous other successes of stage and film.

Wondering if I could diagnose the situation from the perspective of project management, I spent a few hours reading articles that piece together a history spanning six years of this massive undertaking. Where did it go wrong? Was there a single point of failure, or a barrage of circumstances that brought this now $65MM (and growing) debacle to its knees? Continue reading

PMP Certification: Project Management’s “Family Feud”

Family FeudThe value and importance of the PMP certification is a hotly debated topic within the project management community.  One end of the spectrum vigorously defends the credential as the defining standard for competence, whereas the other end views it as a meaningless exercise signifying nothing more than rote memorization. Many fall somewhere in the middle, seeing it as a necessary evil that hopefully yields some advantage to their marketability.

Adding fuel to the debate are the results of a research study published in the Project Management Journal, February 2011. “PMP Certification as a Core Competency:  Necessary But Not Sufficient” reports the results of a study conducted by Jo Ann Starkweather and Deborah H. Stevenson of Northwestern University’s Department of Information Systems & Technology. Continue reading