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Top-down and Bottom-up Project Management: Leveraging the Advantages of the Two Approaches
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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. Team members are invited to participate in every step of the management process. The decision on a course of action is taken by the whole team. Bottom-up style allows managers to communicate goals and value, e.g. through milestone planning. Then team members are encouraged to develop personal to-do lists with the steps necessary to reach the milestones on their own.
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These methods include are Enterprise 2.0 technologies – wikis, blogs, social networks, collaboration tools, etc. They come into organizations and change the original way of executing projects. They turn traditional project management into Project Management 2.0 and bring new patterns of collaboration, which are based on collective intelligence. Collective intelligence is a collection of valuable knowledge from different fields that each project team member is an expert in. This knowledge is now successfully collected and shared shared in a flexible, collaborative environment brought by second-generation project management software. The project manager is the one to conduct the work of his team and choose the right direction for the project development, based on the information received from the individual employees.
Leveraging Thought-leaders As Stakeholders On Your Projects And In Your Programs
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.
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All projects involve problem solving. Why not try to identify who the key problem solvers might be in your realm of activity?
Borland’s own ‘journey’ to Agile forms foundation for new software delivery management solutions | Dana Gardner’s BriefingsDirect | ZDNet.com
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
Many-to-Many Structure Flexibility vs. Stiff One-to-Many Hierarchies
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.
Who Wants To Be A Project Manager Anyway? Please Count Me In!
# 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.
Scrum in marketing: making enterprises adaptive
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.
Project Management 2.0 Blog: Social Project Management. Social Project Management: Another Point of View
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 Management 2.0 Blog: Collaboration. Project Management. Definition of Project Management 2.0
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.
Projects As Social Interactions — Project Shrink
"A project is a localized energy field comprising a set of thoughts, emotions, and interactions continually expressing themselves in physical form."
Project Blogs, Email, and Dual Collaboration Channels - Managing Technology - Dennis McDonald's Blog
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