Project Management World Today Featured Papers
March 2006
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- Strategic Project Management: From Maturity Model to Star Project Leadership by Sebastian Green
- Managing Change Related Behavior within Business Transformation Projects by Laurence Nicholson
- The Benefits of the Software-as-a-Service Model by Curt Finch
- So, What Is Project Management? by Ron Rosenhead
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Strategic Project Management: From Maturity Model to Star Project Leadership
Across the whole of management, there has been a trend to append the strategic label wherever possible and thereby transform the vin ordinaire of management into a grand cru (strategic) variety. We started with strategic planning, followed by strategic management, strategic marketing, strategic manufacturing, and strategic accounting and finance. So it is not surprising that the call is getting louder for the development of strategic project management (SPM). It sounds better, more important, more professional and, of course, more valuable. But what is the substance of this shift from the basic function to the enhanced model? What is signified by the addition of the word strategic to project management? And what exactly is SPM? Is it equivalent to PMI's (2003) OPM3 (project management maturity model) which, in the words of the PMI, "bridges the gap between strategy and individual projects"? And how does SPM reflect developments within the strategic management paradigm from whence presumably, SPM draws its inspiration.
The paper commences with a brief discussion of SPM before considering why OPM3 does not amount to SPM. Next, it is argued that for organizations to effect a transition from PM to SPM, much can be learned from considering the evolution of strategic planning into strategic management. Finally, some summary evidence is presented about the features of the managerial practices of companies who seem to be enjoying the benefits of SPM. The aim throughout is to stimulate debate and inquiry, for when it comes to matters strategic, the important thing is to raise new questions and challenge old assumptions, not to enthrone new dogma.
Read the full text at Strategic Project Management: From Maturity Model to Star Project Leadership
Sebastian is a Social Anthropologist who is a Professor of Management at UCC specializing in Strategic Management, Leadership and Corporate Culture Change. He is Head of the Department of Management and Marketing at UCC and was formerly Executive Dean of the Faculty of Commerce. Before coming to UCC he worked in Victoria University of Wellington, New Zealand and at the London Business School. He studied Economics at Trinity College Dublin, and at the University of California, Santa Barbara, and Social Anthropology at Sussex University, UK. Sebastian works with Ed Naughton of the Institute of Project Management, Ireland in the area of project management education and development. Sebastian is a co-founder of Ochre (www.ochre.ie) with Colette Green., through which they work with organisations to develop better Leadership Competencies, enhanced Organisation Morale, Development and Change. They run organisational constellations and culture change workshops for project managers. Sebastian serves on the editorial team of the Systemic Solutions Bulletin, UK and the Journal of Social Transformation and Change.
Managing Change Related Behavior within Business Transformation Projects
By far the most difficult aspect of any business transformation project is the management of the impact of change on individuals within the organisation.
Many Project Managers face an array of emotions from those whose roles face the biggest changes, including redundancy, and are ill equipped to deal with such a situation.
For the Project Manager involved in a business transformation project, it is the ones left behind who will prove the hardest to deal with, as they take a journey through mixed emotions, confused and afraid of what the future holds for them.
Consistent, positive behaviour from Leaders and a commitment to change is a prerequisite for driving home a successful change programme.
Read the full text at Managing Change Related Behavior within Business Transformation Projects
Laurence
Nicholson is a PMP and a Fellow of the Association of International Professional
Managers (FPMA). He has been leading international technology projects
for over 18 years at all levels, and 5 years ago was the first employee
of ‘Xoomworks’, a start-up Consultancy, where he now heads
the Project Management Practice as a Senior Manager.
The Benefits of the Software-as-a-Service Model
When the Internet burst upon the scene in the early 1990's, the concept of software as a service (SAAS) seemed an idea whose time had come. It got hyped along with everything else about the internet and reached a massive peak of inflated expectations in early 2000 as venture capitalists funded dozens of nearly identical companies that provided various SAAS solutions.
As venture funding dried up in mid 2000, the cracks in the SAAS model began to appear. The business plans assumed zero customer attrition, an uncompetitive landscape and IPO's in the absence of revenue. Disillusionment set in and 99 percent of those companies are no longer around. However, the strong did survive, and now, due to the success of companies like Salesforce.com and Rightnow.com, SAAS is back.
Analysts claim that by 2010, 30 percent of new software will be delivered via an SAAS model.
Read the full text at The Benefits of the Software-as-a-Service Model
Curt
Finch is the CEO of Journyx,
a provider of Web-based software located in Austin, Texas, that automates
billing, payroll & project management by tracking time, expenses and
mileage. Finch is a software industry veteran. In 1997, Curt created the
world's first Internet-based timesheet application and the foundation for
the current Journyx product offering. Curt has managed development teams
creating enterprise-level software solutions since 1985, with a focus on
distributed workforce management.
So, What Is Project Management?
Why does our company get so many questions which are all the same? What is and what is not a project? The definitions given by professional bodies are not enough - we know, we have tried them all! People want clarity.
However, the problem is how can they have some clarity over such a complex topic? The key is to give people a simple approach which will help them not only in project working, but in day to day work.
Read the full text at So, What Is Project Management?
Ron
Rosenhead helps people deliver projects. He is an author, consultant, coach
and trainer in the field of project management. To receive your free e-course
on project management, go to: http://www.deliverthatproject.com
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