If everyone thinks you are wasting time with your project management tasks, maybe you are! Take a close look at them and strip them down to the essentials. Don't waste your time on the barnacles that attach themselves to project management procedures over time. -- Guerrilla Guide to Non-Project ManagementReasons to buy
Who needs to know?Project management knowledge is vital to organizations because all organizations need to be able to implement change. But who needs this knowledge? Just the project management experts? Or everyone in the organization?
Get a good start on the Big ProjectThe new project is vital to your organization. You assigned it to your best people. Have you made sure that they have the project management skills they need to succeed?
"Templates, templates everywhere"Have you looked at your organization's project management requirements lately? Are your project managers adrift in a sea of templates? How can templates be tamed?
Something to think about
Guerrilla Project ManagementMaybe the official project manager is touchy about your efforts to help move the project along. Or perhaps the people you work with see project management as a waste of time. What do you do? Our Guerrilla Guide to Non-Project Management is a growing collection of ideas that may help.
A pattern language for project managementChristopher Alexander's fruitful approach to architecture explains what it takes to create a house or any other building that works for the people in it. He identifies the fundamental problems that every designer must resolve when creating a space that works. Simple Project Management similarly defines the fundamental issues that every project manager faces and provides the structure that shapes all of the project manager's activities into a coherent and effective whole.
Four stages?Common wisdom says that projects have four stages: startup, planning, execution, and close-down. Then why do these stages get in the way if you take them too seriously?
Paper plansDoes your organization make the assumption that the project plan is the paper (or electronic) documentation? Is more documentation taken as evidence of better planning? But where does the plan reside? on paper or in the heads of the people?
Simple, not simple-mindedIs project management really simpler if you leave out important steps? If you force every project into a "one-size-fits-all" series of templates and procedures? Does it simplify if you add extra information that you might need, but probably won't? What really leads to simplicity?