Fortune 500 revenue here, won’t get you there

The speed and pace of change demands business act, respond, and accomplish so much more, with so much less. HubSpot CEO, Brian Halligan, presents the following:

> In 1983, of the 1,000, largest American companies, by 1993, 811 remained
> In 2003, of the 1,000 largest American companies, by 2013, 243 remained

That change happens is constant reality. Now constant change accelerates the decade of decay. Demand for new revenue demands new business models and human capital competency.

In 2010 I wrote a post on Fortune 500 turnover, that simple math called almost 50%. What if the period took too much hit from the dot com bubble to provide a good source, in this post I revisit those numbers and look at 2013 and 2014 Fortune 500 numbers as well.

A Led Zeppelin page of project management

Time impacts a project business need. How a project team identifies the impact decides if time is a resource waste or resource investment.

Before you sink costs into a project and well before your project looks more like sunk costs invest time for a better appreciation.

A review of what was, what is, and what should never be, is critical to identify risk to resource commitment.

Take a page from Led Zeppelin, who borrowed heavily from others, at times, without acknowledgment, to create something grand from what was tried.

One change management plan is irrational project management

That people change for organization need is at distinct odds with people’s needs. People change for organization goal is a very irrational expectation.

You can not plan for change if you do not plan for the impact that change has on individuals.

One communication plan can not account for the unique roles if it does not account for unique impact. One plan for all to follow equals everything that no one relates to.

One change management plan is irrational project management.

One rule to rule all: listen hear

Many managers take control with the belief their technical expertise in their field is more important in their management role than the challenge to manage finite resources of people, time, and budget.

Any technical ability the manager had, as an individual contributor to meet their functional skill, is not as important as the ability to listen, to motivate, to teach, to learn.

To promote the contrary is to promote insanity.

The change in change management

Change management goes beyond features and functions. Feature and function change management is product change management.

Change management goes beyond scope or requirements. Scope and requirement change management is project change management.

The change that change management needs is an account for how process and technology change the way people meet their objectives.

Project Management Around the World — The Hub of the Universe

From the Hub of the universe comes this recovering project manager’s view. Project managers know where project success relies: project management. People from Boston know where the Hub of the universe lies: Boston.

Both, however, are disconnected from majority view, The majority do not even feign acknowledgement of a Hub of which I speak. And too-few organization interactions acknowledge project management boasts.

Capability model incompetence

Capability models rarely aggregate the sum of people capability. Organization capability is sabotaged by people capability, the organization capability model rarely covers the contingency of the unwilling, the unable, and the unmotivated.

Organizations are a product of social interactions, not industry feature. People decide to avoid each other or work together and that is the sum of individually-motivated competence, not organization capability.

Community persona for project management

A project is an intentional effort to deliver a product or service that creates an opportunity – intended or otherwise. Projects have multiple stakeholders with multiple needs for, or against, project realization.

Typical project steps include initial scope design, organization impact assessment, stakeholder identification, communications planning, risk, and a second iteration of scope, delving into user community goals serves project and stakeholders more accurately.