Bertrand Duperrin's Library tagged project →  View Popular, Search in Google

"Social task management is getting a lot of press lately, and a number of vendors are adding the capability to their products. Unfortunately, there is some confusion about the difference between social task management and social project management. Hopefully this short post can help to clarify the differences."

socialprojectmanagement socialtaskmanagement project tasks process

"ProjExec 5.0 provides social project management for IBM social software. This is a useful extension as the IBM social software is more focused on collaboration. The benefit works both ways as project management is becoming increasingly collaborative so the IBM suite offers a great set of supporting capabilities to ProjExec."

collaboration enterprisesocialsoftware projectmanagement socialprojectmanagement teamwork project projexec communitymanagement communities

"Les professionnels en gestion de projet savent que l’objectif numéro 1 est de terminer le projet dans les temps et dans le budget. Le plus grand défi dans cette quête est de gérer l’inattendu qui arrive forcément au cours d’un cycle de projet. Organiser le chaos est une grande qualité pour un chef de projet.

C’est pourquoi plusieurs grands chefs de projets ont une approche prudente de l’intégration des médias sociaux dans leurs choix d’outils pour gérer les projets. Alors que les meilleures pratiques de gestion de projets influencent le plus la réussite des projets, les outils choisis sont également importants. Plusieurs chefs de projets se demandent si l’introduction des médias sociaux dans les meilleures pratiques structurées ajouterait une couche de chaos dans le processus qui ne serait pas la bienvenue."

project projectmanagement budget time socialmedia distributedteams

Significant changes are taking place in management and especially project management today. We hear that organizations, like the New York Times, Tribune Co., Ernst & Young switched from the so-called top-down management style to bottom-up management. Others, including some of the world’s biggest corporations, such as Toyota and IBM, implemented bottom-up management style elements in some of their departments. The popularity of the bottom-up approach to management is growing. In spite of this fact, the discussions about the two major approaches are still hot. Why have organizations become so anxious about changing their management style? If we compare the two management approaches, the answer to this question will be clear.

projectmanagement topdown bottomup management project participation collaboration enterprise2.0 projectmanagement2.0 collectiveintelligence

IT projects need define a combine the engineering work to be done and the results that they create. Doing so requires more than giving the project a business based name. Here are a few steps for an alternative way to define an IT project.

Combining these three ideas, when companies pay to execute a project, it’s not the project they want, it’s the result. They want more revenue generating customer relationships, not processes around a CRM system or even the capability to look up customer names. What they want is the result.

IT results project ITproject business businessneed control productivity visibility engagement customervalue finance ROI

The very nature of work is changing. It is . . .

work communities talent ondemand global local golocal experimentation innovation collaboration management project

ESI International just released a list of Top 10 Management Trends for 2009. Their most experienced consultants and Senior Management say these trends point to organizational need for expertise while coping with tighter budgets, fewer financial and human resources, and change. Do you believe that this is where your should focus in 2009 to drive project and organizational success?

management project communities virtualteams bureaucracy governance

La réalité, c'est que la crise n'est que l'écume des choses qui vient révéler l'immobilisme face à la nécessité de prendre acte que le monde change. Et le fait est que le monde change vite et va changer encore plus vite car, justement, les crises ont cette faculté de faire bouger, de révéler que le train est déjà parti du quai, en fait.

Mais affronter l'incertitude n'est pas qu'une conclusion au présent, c'est aussi une des dure leçon de la partie vraie de la crise. Si celle-ci s'est produite, c'est notamment parce que personne n'a réagit aux signes annonceurs. Pourquoi ? non pas qu'il n'y a eu aucun signe annonceur, simplement que ceux-ci n'étaient pas dans le tableau de bord ou que le signal qui y apparaissait n'était pas identifié.

crisis management uncertainty weaksignals ideas culture strategy project

This paper examines the latest of paradigms - the Virtual Network(ed) Organisation - and whether geographically dispersed knowledge workers can virtually collaborate for a project under no central planning. Co-ordination, management and the role of knowledge arise as the central areas of focus. The Linux Project and its development model are selected as a case of analysis and the critical success factors of this organisational design are identified. The study proceeds to the formulation of a framework that can be applied to all kinds of virtual decentralised work and concludes that value creation is maximized when there is intense interaction and uninhibited sharing of information between the organisation and the surrounding community. Therefore, the potential success or failure of this organisational paradigm depends on the degree of dedication and involvement by the surrounding community.

management networks decentralization decentralizednetworks communities collaboration project valuecreation interactions linux coordination knowledge

According to Leisa, they are: small teams, motivated people, limited planning, minimal scope, small projects, rapid release, responsiveness, and iterations. Leisa noted that the essential point of her presentation was that “there are other ways to manage projects than ye olde fashioned waterfall methodology.”

project projectmanagement projectmanagement2.0 socialprojectmanagement collectiveintelligence agilemethods

I use the term Project management 2.0 to describe an evolution of project management practices inspired by Enterprise 2.0 tools. Traditional project management software implies project manager acting as a proxy in all project related communications, thus reducing productivity of project manager and the rest of the project team. New tools bring collaboration into the planning process, making the team much more productive and changing not only the technology, but process as well.

projectmanagement project projectmanagement2.0 collaboration productivity socialprojectmanagement

"A project is a localized energy field comprising a set of thoughts, emotions, and interactions continually expressing themselves in physical form."

projectmanagement interactions project

a communication process in which parties engage in a series of information exchanges about the means for achieving a particular objective. The purpose for the exchange is to build consensus around the best approach for achieving an objective. Catchball is based on the belief that the best approach will evolve from the back and forth exchange of information between the person who is responsible for achieving the objective and the persons who will be most influential in achieving it. The secondary benefit from using catchball is a higher degree of commitment to achieve the objective.”

catchball socialutions social project communication hoshinkanari

When you are designing and building systems that incorporate people and technology, you had better think about both how to make things work and about how things might fail.

security failure project informationsystem

communities project

project blogs wiki projectmanagement socialcomputing socialsoftware socialbookmarking

informationsystem organization management intranet socio-technical project changemanagement change

socialcomputing strategy enterprise2.0 adoption project socialmedia alignment

Ce que vous devez savoir (et faire) pour que le lancement d'un projet intranet soit une réussite.
What you must know (and to) to make your intranet project kickoff a success.

enterprise2.0 intranet management adoption project

project engineering engineer humor dilbert