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The Project Management Principles That (Almost) Nobody Teaches

I have been doing project management for seventeen years already. Although I was always trying to apply correctly the methods, identify and address risks properly, communicate with the team on a daily basis (this has never been a problem in our projects), communicate with the customer often, I have suffered the problems of having to work long hours and weekends to meet dates, “everything is urgent”, …

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Lean Kanban Analytics: Pragmatic Project Management

What is the purpose of project management? – Make sure that the project meet its stakeholders (clients and organization) needs. True?
If it is important to deliver quickly and on time, why what is [typically] measured is the effort to fulfil the tasks and not the actual time of their completion?
If quality is important, why defect data is so seldomly collected and analysed?
If cost is important, why is it so hard eliminating activities that consume resources and add no value?
Is there a more pragmatic way of managing projects and services?

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Listen to defects to effectively hedge risks

What I usually see in the risk tables of project or service plans are “deliver late”, “surpass the budget”, or “does not pass customer acceptance due to unclear requirements”.
At the same time, teams most often complain from not being able to meet deadlines, and surpassing budget.
Obviously we are rather attacked than attacking risks.

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It is about making work flow, stupid

In 1992 Bill Clinton chose an interesting slogan for his political campaign: “It’s the economy, stupid”.
Of course, there were many other important topics for the country and a lot of factors that were influencing their resolution. However, Bill Clinton’s key message was focused on the core driver for the country, the economy.

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Communication and visibility – the vitamins for ICT companies

This month I had an interesting service for the IT department of a bank. I say ‘interesting’ because they asked me to visit them, see how they were carrying out and managing their projects and tell them how I found it. Nothing about particular problems they want to resolve, objectives they are pursuing, or a method that is interesting form them. Just come – see – and- give us your opinion.

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The Two Mortal Enemies of Meeting Deadlines

Four years ago I started collecting photos of the problems that software development organizations face, regardless of the working method they use. Last year I started expanding my collection with photos from industrial companies.
Do you know which the most recurrent pain is?

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Lean Kanban Analytics: Throughput

Throughput is relatively less known measure for traditional project management companies (based on PMBoK, Prince2, CMMI). However, I believe it will be gaining more respect in the near future with the spreading of the Lean concepts.

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Lean Kanban Analytics: Lead time

Lead time is the time that passes from the beginning to the end of processing a work item.
An essential moment for a company was when they found out that work developed in 6-10 hours was delivered to their customer in 35-52 days!
Is this important?

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