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Where’s the strategy? - part one

 

It is hard to imagine that all organisations are not already world-class in their management of projects!  There is so much written on the development of capabilities, that surely it is no longer a mystery?  Yet, in practice, organisational PM seems to be following the notions of PM as ‘the accidental profession,’ with strategies that result in PM being ‘the accidental capability.’  

Agile Experiments in Self-Organization

T Mengel's post Leadership in Project Environments suggested teams self-organize to cope with the increasing complexity of projects. For some time the Agile community has been experimenting with self-organization and empowerment generally. In this post describe some of the agile experiences with self-organization and highlight the danger of it becoming simply anarchy.

Why Not?

A US$30M construction and engineering contract, had been delivered early (for the first time in corporate memory), under budget and with the client praising the quality.  The difference between this and previous projects, most of which had ended with a very different result, was ascribed to the approach used.  The firm had adopted a version of Advanced Project Thinking (APT).  The review was completed quickly, the celebrations arranged, and the chairman’s award for the project and their personal bonuses discussed.

Fit and maturity - Giving maturity the context it needs

 

One of the fundamental tools for evaluating the effectiveness of project management practices has been the maturity model. While popularized in the last twenty years, particularly through the introduction of the Capability Maturity Model for Software (CMM-SW, now CMMI) by Carnegie Mellon University, maturity models have been around for an extended period of time.

It’s obvious!

Feedback received following a programme I ran recently, included: “It was all so obvious, common sense, after you explained it.”  Common sense is just this – the obvious after it has been explained.  The subject of that programme is the subject of this blog – something we have come to call Advanced Project Thinking (APT).   In APT, we (in conjunction with Neil Butterill and Shaun Docherty of Magna Business Solutions)  have combined 3 elements – lean, constraints management and visual management, to create this approach.  

The Institute

The newly created Project Management Research institute provides a focus on collaborative research excellence in project management. Read more..