Good design meets end-user need. Bad design wastes time and money. The difference is not about requirements. Requirements are your great, grandparent’s design directive. Effective design is about empathy and to understand empathy you need to understand the user story requirement. Before development, every project team needs to understand what to build. In project management requirements gathering provides that essential view of what the project delivers. Good requirements assumes what the build is what the end-user requires. This up-front effort to understand user need is shared across many professions: In communications, start with know your audience; In product management, starts with know your market; In software development, start with user requirements; and Is digital marketing, start with know your persona Whether the user had to sit through a presentation, scour documentation, search software, or fumble through a webpage on their smart phone, bad design creates bad feelings. A requirements document is not a …
From startups to corporate leviathans the business directive is be more Agile. The most often employed project method is a Scrum design, an Agile framework for projects. Without Agile management adoption the executive call to “be more Agile” really means: Get faster results, in less time, with less resources. Forbes touts Agile, The World’s Most Popular Innovation Engine, Agile expectation does not align to Agile implementation and adoption. In practice Agile is more a fragile mismanagement mindset of misplaced expectation that others do Agile while management retains control. Scrum is the most popular Agile adoption of a lean mind. Scrum, itself, unfortunately, becomes a confusion multiplier for organizations looking to adopt an Agile organization or team design, without shared understanding of Agile. Agile Example for Some What, however, is Agile? Agile works as a: Project management framework, Business management tool, Manufacturing discipline, and Cost control Yes. Agile is about lower cost and faster response. Agile gets talked about, planned, trained, and expected. Teams …
Our digital world demands ‘just in time’ connection, transparency, and community engagement. In an agile environment, classic project mindset and process are challenged to meet Agile method and Agile practice. Agile – Your Roadmap to Successful Adoption of Agile by international speaker and Agile raconteur Mario Moreira is a book to help cross the Agile chasm. This book takes Agile beyond the way you “do Agile” to the way you “become Agile”. … if you reach every scheduled release date, you bring the project in on budget, and you build it with quality, but you do not build features that customers want, they will not buy it and you have failed. This is why I contend that if you align your culture and processes around building customer value (e.g., what customers need and when they need it), then you will …
Bias derails evidence for perception and perceiving is most certainly not seeing.
Bias is both a decision shortcut as well as a communication wall.
Portfolio planning, from finance disciplines, presents projects as financial portfolio option mix to meet organization strategy. Project communication deserves risk and return criteria to project a financial portfolio, not bias.
An inbound marketing campaign is a project that requires multiple points of interaction from concept, strategy, design, art, content and copy creation, and optimization to publishing, analysis, and campaign and lead nurture.
Where many of us might keep all the campaign components in their head, I sought to help manage this with a repeatable, scalable tool that helps all inbound project stakeholders manage, deliver, and analyze a strategic campaign.
This checklist lends order to the stakeholder and subject matter expert sign up, sign on, and sign off.
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.
Projects that understand what existed and what exists are both efficient and effective.
SharePoint has an incredibly rich out-of-the-box capability, but too many times the project team does not know what is capable with SharePoint.
With these self-paced, training links provide an overview of what could be to collaborate, search, publish, and file.
Project portals need to meet user objective, not IT administrator needs. More people should reject the SharePoint designer, not the SharePoint capability.
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.
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.
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.
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.
Plans are rational, people are emotional. Change is a constant cycle to plan for. What project management means to me: there are people here that need motivation to succeed over there.
Here is my contribution to the global #pmFlashBlog.
On September 25th a gang of, at current count, 70 project managers from around the world will release their reflection on one topic: What does project management mean to me – a Project Manager’s sermon.
This mob assembles under the banner of a Project Management Flash Blog or #pmFlashBlog and protagonist Shim Marom.
An Agile focus is on people and interactions to produce
frequent, tangible results. A portfolio perspective is very similar
to 401(k) plans: collect a basket of options to mix and match for
targeted results. Both are current challenges that can deliver