Sharing IT Best Practices with youThe priority of the success factors for projects – in general – differs, based on the industry, type, and size of the project. For instance, the uncertainty level in software projects is higher than in engineering projects, thus, the upper-management support factor has the greatest influence on software projects (Zwikael, 2008, p. 498). Another important… lees verder »
Voor innovatie is het kiezen van de juiste aanpak de sleutel tot het succes. En projectmanagementmethodes zijn precies dat: hulpmiddelen. Hoe we ze gebruiken – en welke functies ze bieden – maken een groot verschil in ons vermogen om nieuwe ideeën toe te passen. Projecten kunnen een geweldige manier zijn om technische innovatie te implementeren,… lees verder »
Based on the 16 personality test (https://www.16personalities.com/), my personality is logistician (ISTJ-T), which Wideman categorised as Project Leader (Cohen, et al., 2013, p. 6). In my experience, I haven’t worked with any organisation which applied the concept of the interaction between personality attributes and Project Management approaches. Unfortunately, most of them applied the ‘Halo effect’,… lees verder »
Zelfsturende teams zijn hard op weg de norm te worden in Agile organisaties van alle soorten en maten. In een wereld waarin we voortdurend met elkaar verbonden zijn, is samenwerking essentieel. Voor bedrijven betekent dit dat teams altijd en overal moeten kunnen samenwerken. Ze moeten ook verantwoordelijkheid nemen voor de projecten waaraan ze werken, in… lees verder »
To me, a people-oriented approach is critical for organizations and projects that value strong customer service and team focused approaches in their leaders. I find my personality naturally fits with the recommended leadership theory for the sector I work in, Software/IT, which is the Servant Leadership approach. Servant leadership is the new trend in this… lees verder »
As Project-Manager, it is my duty to advise higher-management that the project I’m managing should be terminated. On one project I worked on, I sent three official emails to senior management clarifying the project status, and recommending that it would be advisable to terminate the project. However, this was not sufficient for them to terminate… lees verder »
In one company I worked with, the GM told me “if you have bad news, fix it first, then don’t even tell me about it”. I believe that this approach doesn’t contribute to problem-solving; it only postpones the problem. This is why I always encourage the team to do the opposite. “Shooting the messenger who… lees verder »
Many Project Managers are actually managing programs or portfolios rather than just projects. When thinking about programs or portfolios as not just large projects, and when we look at the common definitions of all of these structures, we can realize that some projects we already managed before are programs or portfolios. An example to this… lees verder »
One of the Agile principles is “Build projects around motivated individuals. Give team members the environment and support they need, and trust them to get the job done.” (PMI, 2017b, p. 9). I would argue that this principle should be a mindset for any type of development approach. In my experience, I’ve found that when… lees verder »
Many Project Managers, when thinking about Project Management, consider management of only a single project, but in real life, this is not always the case. What about managing multiple projects simultaneously? There are many methods and models using heuristics in multi-project scheduling, but in my experience in the software sector, I find that using the… lees verder »
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