|
Project failure is prevalent all projects. Todd's Back From RedTM blog addresses the reasons for project failure along with methods to avert and correct the problems that cause the failure.
|
Sunday, 21 February 2010 12:30
The PMP, A Sign of Competency or Marketing? After being a project manager for a couple decades, the Procedure Police finally caught up with me and I had to get my PMP®. No, not for a job, for marketing. My publisher's marketing department made a PMP a requirement for publishing my new book. My wife was aghast that after teaching courses to PMPs so they could get their educational credits and recovering multiple projects that PMPs had led down the red road to failure, that I would have to go through any process to get this certificate. In her mind, my record of accomplishment should have stood for itself. I realized the bureaucracy of the whole affair and trudged forward.
|
Sunday, 14 February 2010 08:30
There Are No Quality Decisions... Just Quality ProcessesRecently I have seen an abundance of references to decision making in everything from presentations to job titles. Yes, I said job title. Director of Quality Decisions. The second thing that struck me (the first being that it was actually a title) was that it was too low in the company. Are other leadership roles like C-Levels, Presidents, and VPs exempt? Unfortunately, I know little about that job and cannot find the person that got the position. I would love to interview him or her.
Sunday, 07 February 2010 20:07
Project Heroes Every project has its heroes. I am not talking about the pompous grandstanders selfishly getting their fingers into every process in order to gain fame. I am talking about the people that really get the work done. Toiling tirelessly to complete their tasks and move the project forward. Below is a profile of seven of them. I have chosen them because they represent agility, communication, responsiveness, and cooperation. These are the traits discussed in my last article.
Sunday, 31 January 2010 18:09
CIOs Are Fired For Failing to Provide Business ValueCIOs have two major responsibilities—keeping IT's lights on (backups, networks, email, etc.) and providing support for business initiatives. Being mediocre at either will make for a short career. Although the respective budgets are normally a 70:30 split, a CIO will be fired in a minute for failing to properly support the 30%. That portion of their budget actually generates the company money. Keeping the lights on is a thankless job. People simply expect networks run, data served, and viruses inoculated. It is expected much as we expect water when turning on the tap. Supporting business initiatives is just as thankless since 60% of projects seem to always be in trouble.
Sunday, 24 January 2010 14:27
Resuscitating the Knuckle Draggers Walking onto red projects, anyone can see and feel the problems. The bedraggled team wears the pain with their long faces and the slumped shoulders. Knuckle draggers. They are carrying the weight of the world, or at least the project, on their shoulders. How can any project succeed with these demoralized, denigrated, and defeated folks? Their spirits are far from lifted with new project manager's enthusiastic optimism. It only irritates a team wallowing in their misery. Nothing is worse than a chipper cheerleader when you are absorbed in troubles. It is an ugly situation.
|
|
|
|
|
|
Page 6 of 12 |
Blog: Back From Red.jpg "BFR blog")
