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World Peace, Linux and Project Management Standards

 

To explain how these three concepts are connected I’m going to tell you a story.  This is a story in which the main characters are project management practitioners, organizations wanting to be able to successfully deliver projects, and project management professional associations.  The protagonists are a group of dedicated volunteers working together to unite the world of project management by mapping a path through multiple and competing standards.  As with all good stories, this one begins in the traditional manner … 

Project assessments and decision gates as governance tools

Most governance frameworks include some sort of decision gates. The decision gates are called different things, like stage gates, gateways etc. but are basically the same thing. These are decision points, key points in time where the investment (the project) is assessed and decisions made about the future. The key actor(s) here is the owner(s). It is the owner that has to make the decisions concerning whether to, or how to, continue.

Governance frameworks for projects

Through a series of blog posts I have discussed governance as a phenomenon; what it is and why it is so important. Further, we have looked at how organizations can organize for good project governance, and a framework for how the individuals pointed out by the organization can function as an efficient link between the permanent organization and the project. I believe it is time to return to the start of this journey: The PMI report on Governance frameworks (Klakegg, Williams and Magnussen 2009).

Managing Complexity with Agility

In a recent blog post Terry Williams challenged traditional project management's ability to deal with complex projects with high levels of uncertainty. To cope effectively with complexity, project managers must "be able to draw from a wide range of tools and ways of thinking to develop their own methods, their own patterns of practice, freely, according to the exigencies of the particular project" (Remington & Pollack, 2008). In other words, to manage complexity effectively, project managers need to be agile.

Governance of Project Management

This blog borrows the headline from a Special Interest Group of the Association for Project Management (APM) in the UK. I first became interested in their work almost ten years ago when I discovered the small booklet called “Directing change; A guide to governance of project management” (APM 2002). It was useful to me as an eye-opener to the fact that someone has to be responsible for the way the organization perform their project management. Not for the performance of each individual project (we have project sponsors and project managers for those purposes), but there is something more.

The Institute

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