By Alicia Trelles-Duckett on February 22, 2014
In this ever shrinking business world, it is not uncommon to deploy a project with colleagues from different countries, with cultures different from our own. We can even implement a project in our own country and easily have stakeholders, say, from India, China, Mexico, Canada. Each one will bring different points of view, dependent on […]
By Carter McNamara on April 4, 2012
Guest post from Alexander Mitnikov. Where does a typical software vendor come from? IT-companies from the USA, the UK, Canada, India and Germany have a substantial representation in the market. However, in search for a suitable project management tool for instance one might bump into some extraordinary countries. Serbian business tool, software from Denmark, Latvian […]
By Alicia Trelles-Duckett on April 14, 2011
Your next project involves implementations here as well as in other countries. Are congratulations in order? Or are condolences more appropriate? No doubt installations in other geographies come with their own inherent set of challenges. Currency fluctuations; centralized versus local procurement; languages; time zones. And those are even before considering difficulties due to the particular […]
By Carter McNamara on December 4, 2010
Your client’s perception of project “success” is the basis from which your client concludes, for example, whether the project of high quality, that money paid to you was well spent, that you did a good job as a consultant, and whether you might be hired again (if you are an external consultant). Early in the […]
By Kevin Lonergan on July 26, 2010
Too many businesses describe the responsibilities of a project manager along the lines of: “to deliver the project on time and within budget” – this is the goal of project management, not the responsibilities of a project manager. Neither, for example, does it do much to help those entering the profession to understand the fullness […]
By Kevin Lonergan on June 27, 2010
I have been having an ongoing discussion with a global company that has been having big issues in delivering its major customer projects. They are looking to develop a strategy for provision of real project managers / and or professional project management expertise to help. In doing this, they are having an important debate: Should […]
By Marc Share on June 20, 2010
Precision and clarity in communication are critical in establishing the foundation for a solid team collaborative environment thus helping avoid common pitfalls and failures.
By Kevin Lonergan on June 14, 2010
Whenever we plan, there are unlimited opportunities for us to make assumptions (consciously or otherwise). Highly successful project managers (that rare breed?) recognise this acutely and most importantly, the potential impact that even the simplest looking assumption can have on a project. Recognising and capturing assumptions, thereby enabling us to test selected assumptions, can be […]
By Kevin Lonergan on June 7, 2010
There are growing numbers of competency models and such that attempt to identify the key skills required or suited to the role of being a successful project manager. As with many topics relating to project management, there is a great diversity of opinions as to the skills that are most valuable to the role. My […]
By Marc Share on June 1, 2010
KEEPING THE WOLVES AT BAY — The Ever-Present Conundrum The recent events in the financial sector, while perhaps skirting the edges of legality, certainly highlighted the issue of the ethical dilemma often faced when increasing pressure to perform, deliver and maximize profitability butts up against moral and ethical (as well as legal) compliance. Certainly in the […]
