Education, opinion, and fresh insights on Project Management by authors worldwide.
Few things in life generate as much stress as the job search! For those in the midst of the job search process – this certainly isn’t news. For those who have gone through it, and that would be most of us, it could be locked away and filed under “Experiences We Wish To Forget.” Realistically, most of us will undergo the job search process more than once in our professional lifetimes – voluntarily or not, so it’s a good idea to think about what this entails and do a bit of prep work – just in case.
How do you manage to create change and incorporate PM processes when stakeholders are telling you to minimize change as much as possible? Below, please find how my team and I were able to make successful changes that established a Program Risk Management Office, implemented an Organizational Taxonomy for Risk, and created a learning environment designed to build capabilities that ensure successful project execution.
To those of you who made it this far into this article, kudos! For many, as soon as they saw the words “earned value” in the title, they begged off. No one wants to have the earned value conversation, particularly those folks who are not actively doing earned value. But they could and they should. Why? They should give serious consideration to the earned value criteria because they’re criteria that actually lead to effective mechanical application of project management and its tools and structures.
If only it were just about defining scope, creating a project plan, and tracking costs! Project Management obviously encompasses all those things, but now more than ever it’s also about relationship development, team building, influencing, collaborating, and negotiating often in a very complex environment. As my father often said, this job would be easy, if it weren’t for the people!
This essay is Part one of two articles for the PMIWDC webpage. It evolves from my November 4th PM Tools presentation at the Crystal City Sheraton.
In this first part, I want to explain (a) why proposal managers/writers and project managers must work in concert, not separately as is often the case. Then (b) I’ll provide advice to enable project managers to improve their presentation skills. This advice will be based on the methodology that is the heart of my executive workshops.
Part 2 of Bring Home the Bacon! The Four-phase Collaboration Between Project Managers and Proposal Professionals
I hope that readers of Part One have “bought in” to the twin concepts (A) that Project Managers and Proposal Managers should work closely and early from the beginning of the bid process, and (B) that Project managers, who will be charged with “bringing home the bacon” in the oral presentation, should improve their presentation skills, not rely on their technical expertise alone.