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

"What happens in a consumer social environment like Facebook is that people “narrate” their lives. So, in a social business environment, workers can learn to “narrate” their work. In a previous post, we argued that social business applications help to make work “observable”, and more recently we’ve argued that a key benefit of social project management (and other social applications) is to “make the invisible, visible”."

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"Even socially enabled enterprise applications have, for the most part, mimicked the general form of the “corporate Facebook” with social portals jammed with activity streams, micro-messaging, file sharing and lots of other social tools. While all of these tools are useful, alignment with work activities is not always evident."

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"It's rare a singular metric like turnover or a customer survey score is by itself a good measure of an organization's performance. Most of the more meaningful measures on dashboards of executives today are indices, made up of three to five submeasures. I review the nine most useful and creative performance measures I have seen in government and business organizations over the last few years."

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"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."

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"But what if I would focus on projects? What might a conceptual model of Social Project Management look like? I choose to focus on culture and identity and their role in interaction and collaboration as mechanism for resilience in temporary tribes (like projects). Hence the prefix “social” to PM. "

projectmanagement socialprojectmanagement tribes context communication

"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

"Tackling an arguably complex and multifaceted subject like social project management is never simplistic. However at its core, when dealing with a range of early stage ideas and business proposals from innovation campaigns of all types, there is a clear way to breakdown the process of planning, executing and monetizing projects in order to deliver on what matters most – results. "

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" D’abord détrompez-vous, ceci est loin d’être une situation à part. Les outils IT destinés à la communication ne rencontrant pas la fonction première qui leur était allouée sont légion. Bien des comptes Facebook ou de pans entiers de CRM sont sous-employés si pas carrément abandonnés, l’odeur de l’euphorie du lancement à peine dissipée."

IT communication adoption management changemanagement projectmanagement

"One buzzword of Enterprise 2.0 is EMPOWERMENT. The reasoning goes that empowerment leads to ownership, motivation, creativity, learning & growth, and superior performance, and so on (insert other organization development buzzwords here!). Proponents of the Enterprise 2.0 movement tell us what we should do and why, vis-à-vis empowerment. But, when it comes to the “how” in the real-world, the guidance is a bit sketchy."

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enterprise2.0 strategy SWOT projectmanagement

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.

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Thought-leaders, even if they are completely detached from the project, outside of the organization, and maybe even deceased, actually provide a tremendous ally to us if we know how to leverage them.

projectmanagement thoughtleaders problemsolving

As part of the podcast, I asked Peter what surprised him most about this Agile journey at Borland. “The thing that surprised me,” he said, “is how powerful it is each morning when everybody gets around the table and actually goes through what they’ve done

agilemethods commitment projectmanagement relationship

With project management 2.0 tools, you can start with one task, add fifteen more, organize them, add more tasks, reorganize them and repeat the process on a daily basis. When all team members walk through this process, you start to bring the power of many to work in your planning process. Many-to-many structures emerge with the help of team members’ collaboration.

projectmanagement projectmanagement2.0 software hierarchy tasks taskmanagement

# KPMG’s survey results which contrasted 2005 with 2003 revealed the following:

* There was an 81% increase in the number of projects globally
* There was an 88% increase in project complexity globally
* There was an 79% increase in project budgets globally

# The Standish Group survey results for 2004 revealed that only 35% of Information Technology projects were deemed to be successful as measured by being within their original budget, on schedule, and delivering all user requirements satisfactorily

# Ernst & Young and numerous others state that there are three categories of Project Management issues:

* People-related issues which on average represent 80%
* Process-related issues which on average represent 10%
* Technology-related issues which on average represent 10%

# O’Neill’s 1999 study results revealed that on average the typical Project Manager spends 70% of his time on Non-Value-Added project activities.

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Nowadays to be successful, a company has to be fast to adapt. Driven by business priorities, managers use progressive methods of product development aimed to cure the mistakes of traditional approaches. Some of these methods acquired the name of agile project management. These methods originated in R&D departments and now are introduced in marketing as well.

agilemethods marketing projectmanagement agilemarketing scrum scrummarketing agility

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.”

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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.

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

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