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Modern projects are all about one group of people delivering benefits to others, so it's no surprise that the human element is fundamental to project management. The Gower Handbook of People in Project Management is a complete guide to the human dimensions involved in projects. The book is a unique and rich compilation of over 60 chapters about project management roles and the people who sponsor, manage, deliver, work in or are otherwise important to project success.

The Handbook is 63 chapters written by 50 different authors (Todd Williams, President of eCameron, contributing Chapter Two: Successes and Failures of People in Projects) giving the reading breadth of views from numerous experts in the world of project management.

These authors discuss the:

Not too long ago I had coffee with fellow tweep, Peter Kretzman, at the Zeitgeist Coffee in Seattle. We had a wonderful conversation and shared stories, philosophies, and impressions. In the process we stumbled upon a common literary love—The Mythical Man-Month by Frederick Brooks. I read it for the first time last summer and Peter reads every few years. We both extolled the virtues of the book and lamented at the fact that so many of the items Brooks brings up continue to plague us today.

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Tired of doing the same thing and expecting the different results? The goal of a properly run retrospective is to do more of the good things and fewer of the bad. Even well run projects have lessons that we can learn. Preforming a retrospective on a project allows you to capture the highs and lows of a project and integrate that information into a library for others to use.

The lessons could be about handling risk, a new process for you company, allocation of resources, or a multitude of other data. Without discussing and capturing that item, you are left to reinvent this wheel or stumble in the same hole in the future. Objectivity, experience, and an unbiased perspective are key for conducting a value-laden retrospective that solves problems instead of looking for blame, and that complements team work over the individual hero. It takes an experienced outsider who is removed from the history and politics to see the issues and make the recommendations that will maximize the lessons learned.

Companies make goals to improve their products, services, and profitability. When they fail to make those goals, not only are customers, executives, and shareholders are unhappy, so are employees and vendors. Everyone has an innate pride in what they do and a desire to succeed. We help turn these situations around—preferably before they manifest into problems.

Although our goal is to make you independent of our services, there are times when you simply need more help. Maybe it is for a high-risk project or one that is too critical to fail. We can step in and manager your project with you using our executive consultants or provide senior Project Managers through one of our partners.

Projects never go bad overnight. It takes time. They slowly drift away from the baseline. Maybe it is a change request that goes undocumented, or a series of tasks that run a little late, or an over-optimistic employee not realizing they are in trouble, or misinterpreted communication. They all add up over time and are very difficult to detect while in the heat of the delivery.

It often takes an experienced outsider who is removed from the history and politics to see the issues and make the recommendations that will keep a project on track. The Project Health Check provides the data and accountability you need to maintain your project on a proper course.