Quote of the Day — Neils Bohr

“Prediction is very difficult, especially if it’s about the future.”

From: The American Spectator

A good article about fear of reporting accurately.

Every company that I have ever worked at and every program I have ever ran struggles with one fundamental problem….”what does it mean to be in yellow status?”

I am a believer in transparency and will put the status of my projects to yellow if there are risks to the program. I personally think that going straight from green to red is a bad reflection on the project. But let me distinguish that I believe there are two types of yellow; (1) Risks that need to be raised for awareness but do not need attention and (2) Issues that require action or attention. It is important to manage expectations so people know which yellow you mean.

I think something is missing…

I know some corporate cultures are afraid of yellow (and red) because it results in lots of yelling and unwanted attention. I believe that this actually promotes a behavior of PMs not reporting issues, thinking that they can manage the issues themselves and then only reporting on them once they are really bad and beyond the point they can be fixed.

I also see people fall into the “I can handle it” mindset so they don’t want to report on items until they become a much bigger problem. Yellow should not be considered a bad thing but more of acknowledgement of risks or asking for help. If I was a senior leader, I would like to know that someone is aware of and monitoring these risks versus telling me it is green every week.

What do others think of reporting yellow status?

From: Adventures in Project Management

Making Virtual Teams Work: Ten Basic Principles

Here is a good article with relevant tips for management of virtual teams:

Consider this now familiar view from the field:

“I’ve run a virtual team for the past 18 months in the development and launch of [a website.] I am located in Toronto, Canada. The website was designed in Zagreb, Croatia. The software was developed in St. John’s, Newfoundland; Zagreb, Croatia; Delhi, India; and Los Angeles, USA. Most of the communication was via email with periodic discussions via Skype. I had one face-to-face meeting with the team lead for the technology development this past December.”

Could this be you? Virtual teams have become a fact of business life, so what does it take to make them work effectively? On June 10, 2013, I launched a discussion around this question on LinkedIn. The result was an outpouring of experience and advice for making virtual teams work. (I define “virtual teams” as work groups which (1) have some core members who interact primarily through electronic means, and (2) are engaged in interdependent tasks — i.e. are truly teams and not just groups of independent workers). I distilled the results and combined them with my own work, which focuses on how new leaders should assess and align their teams in their first 90 days. Because that’s really when it’s most important to lay the foundation for superior performance in teams — virtual or otherwise. Here are ten basic principles for making this happen:

1. Get the team together physically early-on. It may seem paradoxical to say in a post on virtual teams, but face-to-face communication is still better than virtual when it comes to building relationships and fostering trust, an essential foundation for effective team work. If you can’t do it, it’s not the end of the world (focus on doing some virtual team building). But if you can get the team together, use the time to help team members get to know each other better, personally and professionally, as well to create a shared vision and a set of guiding principles for how the team will work. Schedule the in-person meeting early on, and reconnect regularly (semi-annually or annually) if possible.

2. Clarify tasks and processes, not just goals and roles. All new leaders need to align their team on goals, roles and responsibilities in the first 90 days. With virtual teams, however, coordination is inherently more of a challenge because people are not co-located. So it’s important to focus more attention on the details of task design and the processes that will be used to complete them. Simplify the work to the greatest extent possible, ideally so tasks are assigned to sub-groups of two or three team members. And make sure that there is clarity about work process, with specifics about who does what and when. Then periodically do “after-action reviews” to evaluate how things are going and identify process adjustments and training needs.

3. Commit to a communication charter. Communication on virtual teams is often less frequent, and always is less rich than face-to-face interaction, which provides more contextual cues and information about emotional states — such as engagement or lack thereof. The only way to avoid the pitfalls is to be extremely clear and disciplined about how the team will communicate. Create a charter that establishes norms of behavior when participating in virtual meetings, such as limiting background noise and side conversations, talking clearly and at a reasonable pace, listening attentively and not dominating the conversation, and so on. The charter also should include guidelines on which communication modes to use in which circumstances, for example when to reply via email versus picking up the phone versus taking the time to create and share a document.

4. Leverage the best communication technologies. Developments in collaborative technologies — ranging from shared workspaces to multi-point video conferencing — unquestionably are making virtual teaming easier. However, selecting the “best” technologies does not necessarily mean going with the newest or most feature-laden. It’s essential not to sacrifice reliability in a quest to be on the cutting edge. If the team has to struggle to get connected or wastes time making elements of the collaboration suite work, it undermines the whole endeavor. So err on the side of robustness. Also be willing to sacrifice some features in the name of having everyone on the same systems. Otherwise, you risk creating second-class team members and undermining effectiveness.

5. Build a team with rhythm. When some or all the members of a team are working separately, it’s all-too-easy to get disconnected from the normal rhythms of work life. One antidote is to be disciplined in creating and enforcing rhythms in virtual team work. This means, for example, having regular meetings, ideally same day and time each week. It also means establishing and sharing meeting agenda in advance, having clear agreements on communication protocols, and starting and finishing on time. If you have team members working in different time zones, don’t place all the time-zone burden on some team members; rather, establish a regular rotation of meeting times to spread the load equitably.

6. Agree on a shared language. Virtual teams often also are cross-cultural teams, and this magnifies the communication challenges — especially when members think they are speaking the same language, but actually are not. The playwright George Bernard Shaw famously described Americans and the British as “two nations divided by a common language.” His quip captures the challenge of sustaining shared understanding across cultures. When the domain of team work is technical, then the languages of science and engineering often provide a solid foundation for effective communication. However, when teams work on tasks involving more ambiguity, for example generating ideas or solving problems, the potential for divergent interpretations is a real danger (see for example this Anglo-Dutch translation guide). Take the time to explicitly negotiate agreement on shared interpretations of important words and phrases, for example, when we say “yes,” we mean… and when we say “no” we mean…and post this in the shared workspace.

7. Create a “virtual water cooler.” The image of co-workers gathering around a water cooler is a metaphor for informal interactions that share information and reinforce social bonds. Absent explicit efforts to create a “virtual water cooler,” team meetings tend to become very task-focused; this means important information may not be shared and team cohesion may weaken. One simple way to avoid this: start each meeting with a check-in, having each member take a couple of minutes to discuss what they are doing, what’s going well and what’s challenging. Regular virtual team-building exercises are another way to inject a bit more fun into the proceedings. Also enterprise collaboration platforms increasingly are combining shared workspaces with social networking features that can help team members to feel more connected.

8. Clarify and track commitments. In a classic HBR article “Management Time, Who’s got the Monkey?” William Oncken and Donald L. Wass use the who-has-the-monkey-on-their-back metaphor to exhort leaders to push accountability down to their teams. When teams work remotely, however, it’s inherently more difficult to do this, because there is no easy way to observe engagement and productivity. As above, this can be partly addressed by carefully designing tasks and having regular status meetings. Beyond that, it helps to be explicit in getting team members to commit to define intermediate milestones and track their progress. One useful tool: a “deliverables dashboard” that is visible to all team members on whatever collaborative hub they are using. If you create this, though, take care not to end up practicing virtual micro-management. There is a fine line between appropriate tracking of commitments and overbearing (and demotivating) oversight.

9. Foster shared leadership. Defining deliverables and tracking commitments provides “push” to keep team members focused and productive; shared leadership provides crucial “pull.” Find ways to involve others in leading the team. Examples include: assigning responsibility for special projects, such as identifying and sharing best practices; or getting members to coach others in their areas of expertise; or assigning them as mentors to help on-board new team members; or asking them to run a virtual team-building exercise. By sharing leadership, you will not only increase engagement, but will also take some of the burden off your shoulders.

10. Don’t forget the 1:1s. Leaders’ one-to-one performance management and coaching interactions with their team members are a fundamental part of making any team work. Make these interactions a regular part of the virtual team rhythm, using them not only to check status and provide feedback, but to keep members connected to the vision and to highlight their part of “the story” of what you are doing together.

Finally, if you are inheriting a team, take the time to understand how your predecessor led it. It’s essential that newly appointed leaders do this, whether their teams are virtual or not. Because, as Confucius put it, you must “study the past if you would define the future.” It’s even more important to do this homework when you inherit a virtual team, because the structures and processes used to manage communication and coordinate work have such an inordinate impact on team performance. You can use these ten principles as a checklist for diagnosing how the previous leader ran the team, and help identify and prioritize what you need to do in the first 90 days.

From: Harvard Business Review

Want to be a credible scheduler?

Another great pointer to references from Glen Alleman:

Here is a handbook for developing credible Integrated Master Schedules. There are many suggestions but this one comes from the place where schedules are critical.

Once you have your credible Integrated Master Schedule, you’re going to want to keep it that way and assess its credibility.

With these two documents, you’ll have a starting point for creating schedules that actually describe what done looks like in units of measure meaningful to the decision makers.

From: Herding Cats

7 Measures of Project Success

How do you define a successful project? Primarily a project needs to deliver on few basic parameters such as:

  1. Product of Project – This can be a new service, a product or a repeatable process that sponsoring organization intends to use for strategic, operational or business advantage
  2. Cost or Investment: Meaning the budge allocated for the project should be met and there are no major changes to baseline budget
  3. Schedule: Project timelines are met for key deliverables so project’s product is relevant for the intent it is commissioned. This is especially true in the technology domain where go to market time can make or break company’s fortunes.
  4. Project Scope: Has project maintained the agreed scope of work and identified deliverables on time and at desired levels of utility? If there are either missed requirements or ”gold plating with increased costs or time, in both cases it points to an element of failure.
  5. Reporting Metrics: Is there an agreement on measurement metrics to identify and report on key milestones and deliverables while project is in flight? If key parameters aren’t defined, it is practically impossible to measure the progress made or how much more time or budget will need to complete the remaining scope.
  6. Stakeholder Expectations: This is a tough one, especially that various involved parties have differing stakes in the project. It is important that your key stakeholder’s perceive the project outcome to be inline with their expectations.
  7. Transition to Operation: Very little thought and planning time is given on the sustainment aspects of a project delivery. It is critical that sufficient time and resources are engaged for ensuring there is smooth hand off & required transfer of knowledge between project & supporting teams at project completion & acceptance in to ongoing operations.

To conclude, your stakeholders will decide whether project was well-managed. Someone (perhaps your sponsor) will decide whether or not the project was a success. Some of the above measures may form the basis of this success. So to help stakeholders understand and decide get project success measures documented and agreed to from the start!

From: Shyam Verma

Are We Done Yet? Program Hand-Off and Closure

Programs can often span many years from start to finish.  Completion for a program manager takes many levels and many forms.  When you think about it, there are four possible program closure scenarios you may need to address as a program manager.  Two of the scenarios are pretty good things and the other two address premature termination of a program or one of its constituent projects. The four scenarios are:

  1. The program is complete
  2. A component of the program is complete
  3. A component of the program has been terminated
  4. The program has been terminated

Ultimately, completing your entire program means that all program work is completed and your program benefits are accruing.  This means you are in the last phase of the program and ready to “shut ‘er down” for good. Program closure is its own phase in the program management life cycle, and is ideally performed after all program components have been completed and successfully transitioned to operations.

Of course, closure also occurs for the program components.  Along the program life cycle, its component projects and other work are started up, worked on, completed and transitioned to operations. Completing a program component means that a constituent project or non-project activities of the program are complete and the incremental benefits from them may be accruing.

There are many things taking place when a program or a component project within a program closes.  The Transition Plan, developed as part of program planning and updated as individual projects are selected, is where you plan for both program and project hand-off and closure.  It is always amazing how many times the transition plan is incomplete or not followed at the end of a program. It’s kind of like wrapping a gift and then not adding the ribbon and a card to the recipient. Low quality program closure impacts everyone and everything downstream, including operations as well as subsequent programs that cannot build on your experiences.

When a program is complete and ready to be transitioned into operations, there are a number of deliverables to produce and some meetings to schedule as well. At a minimum, you should expect to build a program closure report, hold final performance reviews with the team and stakeholders, populate your program archives, document and report on your lessons learned.

I am a big fan of getting formal sign-off and acceptance of the program outcome by the program sponsor and/or customer as well.  Any remaining program-level contracts will need to be closed out as well.  A post-review meeting should be scheduled with your key program stakeholders to review program performance and benefits realization. On most programs using today’s technology, many if not all of these activities will have to be performed and shared electronically since your key program team members and stakeholders may not be in the same physical location.

When closing a component project of the program, your project managers will have some work to complete as well. They will update their project archives, reassign their remaining available resources, make sure all project deliverables are accepted and report on lessons learned.  Formal sign-off and acceptance of the project outcomes by the program manager is also required.  How do you make sure they complete all these activities in a timely fashion as your program marches forward?

Additional things you will need to do when wrapping things up includes returning or reassigning your program and project resources, evaluating individual and team performance and making sure to initiate benefits realization measurement for the program now that everything is operational.

Here is an example of a program checklist to use as guidance for activities required while you are closing a program or component project:

  • Are all program or project deliverables complete?
  • Are all lessons learned log and reported on?
  • Is the end program or project report complete and reviewed?
  • Has the customer accepted all program or project results and other associated deliverables?
  • Have all costs been appropriately charged to the program or project?
  • Are all work packages and work orders complete?
  • Do any incomplete work packages exist?
  • Are incomplete work packages documented?
  • Are all administrative closure activities done?
  • Is the program or project management plan archived with supporting data?
  • Are stakeholders aware that the program, project or phase is ending?
  • Are auditing, support, and maintenance procedures in place?
  • Are program or project team members reassigned or pending reassignment?

Don’t forget those lessons learned when you are closing your program! Lessons learned tell us what worked well and what didn’t work at all as well as everything in-between we feel future teams and the business needs to know. Lessons learned offer opportunities for us to gather, document and apply lessons on future programs and projects and do things better (or differently) next time. At a minimum, it is recommended that you gather and document lessons at the end of every program phase and at the completion of each project.  The contents of your lessons learned log should be used to create your program’s lessons learned report.

From: Learning Tree International

Project Controls is the Basis of Project Management

Here are 11 activities that contribute to that goal [planning work and controlling cost] on the non-technical side of the project. The odd numbering system will be revealed at the end

1. Define the deliverables – what does the customer want? Do we know this at a level of detail so we and the customer will recognize it when it arrives?
2. Define who is going to produce these items – do we have the people needed to produce them? Do we know the skills needed to do this work? Do we know something about how this work effort is going to be organized?
5. Put these two thing together – so the people on the project know who is doing what. Who is accountable for producing the outcomes of the project? How will they communicate this to the customer?
6. Plan the sequence of work – so everyone is not doing anything and everything out of order. Einstein’s quote that the purpose of time is to keep everything from happening at once is applicable here.
7. Define when you need things to be produced – what day do I need something? The order of the deliverables is usually important to the assembly of the parts of the product. Spoilage is actually an issue when developing software, since emergent requirements many times result in rework.
8. Figure out how much money you’ll need for producing things – do we have enough time and money to produce what was asked for at the time it is needed? If you’re spending other peoples money, you’ll likely have to explain how much money you need and when you need it. Open checkbooks are rare these days.
16. Capture how much you spent – who spent what on what outcome at what time? The people giving you the money, will probably like to know what you spent it on.
23. Determine if there is a difference between what you planned and what you spent – why did we not follow our plan? When spending other peoples money, they like to know you’ve got their interest at heart. This can be done with a budget versus actuals discussion. Just like any business process (or even in life), having and budget and trying to stay on budget is a demonstration that you’re trusted to spend the money.
25. Add up all these variances – do we have enough time and money remaining to do what the customer wants? This is a quetsion you probably ask yourself every month as you’re paying bills. Same goes for managing other people’s money on your project. The surprise of we have no more money (or time) is unpleasant in all circumstances.
26. Take action to stay on budget and schedule – either way, yes or no, what should we do about it. If we’re on budget and on schedule, what do you need to do to keep it that way? If you’re off budget or schedule, what are you going to do to get back?
28. Implement your actions – with the knowledge from #26 do it, Project Management is a verb, do something about the variances.

These 11 activities are simply good project management. These are what project managers should be doing on the Programmatic side of the project. The Technical management of the project can be done in a variety of ways, and of course they will influence the programmatic side. Add to that the people management and you’ve got the picture of what a project manager should be doing.

By the way, these 11 activities are numbered from the 32 Guidelines of ANSI-748-B – Earned Value Management. So when you hear someone say – we can’t do EVM on our project or EVM is a waste of time in our domain usually spoken by the IT folks and even by the senior thought leaders of IT, ask yourself – are these 11 activities missing? If so, what’s the chance your project is in the ditch and you don’t even know it?

From: Herding Cats

The 11 Essential Elements Needed to Achieve True Collaboration

Dan Sanker states that ironically, in order to remain “competitive” companies will have to become more collaborative. Collaborate: The Art of We is a practical guide to going beyond democratic or cooperative work to creating truly collaborative work environments as a growth strategy.

Collaboration is not a new concept, but globalization and new technologies have turned it into one of the best methods of competitive advantage available. Rather than engaging in an endless tug-of-war over the dwindling crumbs in a finite market, collaborative companies find ways to make the pie bigger, or create whole new pies, expanding everyone’s market and revenue. “It’s not about how many people you can defeat, but rather about how many people you can help win.”

Although networking, coordination and cooperation may look like collaboration, they are not. True collaboration is the “synergistic relationship formed when two or more entities working together produce something much greater than the sum of their individual abilities and contributions.” It results in something that did not exist before. The focus is on results and not process.

Collaboration is distinct from cooperation in that “although both cooperating parties may achieve a common goal, they do not necessarily enhance each other’s capacity. In addition, cooperating parties do not fully share risks, responsibilities, and rewards. In the case of collaboration, all available resources, as well as risks, responsibilities, and rewards, are fully shared.”

For a collaboration to be successful, Sanker says that eleven elements must come together:

Ongoing Communication. People need to be able to talk to one another freely and regularly. Groups that do not have this kind of interaction are nothing more than loose collections of individuals working on their own tasks, toward their own ends.

Willing Participation. Everyone believes that they are working toward the same, mutually beneficial goal and that each one of them will have gained something valuable when that goal has been achieved.

Brainstorming. It’s the creative part of the collaboration process, in which members of the group move beyond the “same kind of thinking” to come up with new ideas that bring true value to the collaborative effort.

Teamwork. It’s teamwork that keeps people with a diverse set of skills, knowledge, information, and perspectives working together effectively and efficiently to achieve their common goal.

A Common Purpose. If the group moves forward too quickly without taking the time to clarify their goal and make sure that everyone is in agreement about what it is, they will undoubtedly run into huge disagreements that are likely to tear the effort apart.

Trust. You need to feel confident that other people in the group are putting the group’s shared goal—not their own interests—first, and that they will keep confidential or sensitive information within the group, take you seriously, respect your point of view, and not take credit for your ideas.

A Plan for Achieving the Goal. Everyone needs to be working from the same script, clearly understanding roles and responsibilities, and they need to have the same understanding of what success looks like.

A Diverse Group. Diversity is the power behind collaboration. Without diversity groupthink sets in. It is diversity that gives a team the unique perspectives needed to create truly innovative solutions.

Mutual Respect. For collaboration to be successful, team members must encourage, listen to, and seriously consider all of the ideas suggested by others in the group, no matter how unworkable they might seem.

A Written Agreement. A written agreement helps the group avoid misunderstandings and lack of clarity that could derail the process after everyone has invested a great deal of time, effort, and resources.

Effective Leadership. Whether one person has been formally designated as the leader or the group is self-led, leadership of some sort is essential to keep the group focused on its destination and facilitating the process of getting there.

From: Leadership Now

Earned Value Management Training

There are many sources of Earned Value Management training. Some good, some not so good. Here is the training materials from Department of Energy, that is one of the better resources.

Each of these modules provides an indepth view of EVM from a practical point of view. When someone speaking about EV, its applicability in a domain, its application to specific projects, and the like – take care to vet the source of the advice, the domain and context where that advice is applicable, and the credentials of the adviser.

From: Herding Cats

A Checklist for Team Readiness

Just because the plan seems complete and you think you’re ready to go doesn’t necessarily mean that you are. Apparently small details left unattended as the project is poised for execution can become the source of re-work, frustration, delays, conflict and dysfunctional team behaviors later on in the project.

16 Team Readiness Checks

Here are some of those often forgotten pre-launch checks:

  1. Have the overall project objective and scope boundaries been shared with all team members? 
  2. Have all known gaps in resource expertise been resolved? 
  3. Have clear roles and responsibilities been defined for each individual? 
  4. Has real availability been validated with each team member and relevant line managers? 
  5. Have time and effort estimates involved input from the team? 
  6. Have the team agreed on who owns which deliverables
  7. Have those owners specified completion criteria for each of their deliverables? 
  8. Is the team aligned on deadlines, dependencies, constraints and risks? 
  9. Is the project team ready, willing and able to execute the project according to the baseline plan? 
  10. Have initial work priorities been communicated to the project team? 
  11. Has a procedure for issuing weekly WBS task lists, actions and priorities to the team been set? 
  12. Is the team aware of which tasks are critical and will actual slack values be communicated to task owners each week? 
  13. Has the team been informed of how and when they should provide status updates? 
  14. Has the team been involved in identifying risks and formulating response strategies
  15. Have procedures for raising, escalating and resolving issues been defined and communicated? 
  16. Does the team know how often project review meetings will be held and who should attend?

From: pm-lotus

Unbreakable Rules for Project-based Work

  1. Know what you are doing: Make sure there is a project plan.
  2. Know why you are doing it: Make sure the objective is clearly defined.
  3. Be prudent, honest, and prepared: Few organizations have limitless budgets, prudence, honesty and common sense are critical.
  4. Plan to your strenghts: Make sure you have the right team for the project.
  5. Know how to navigate: Understand how to get things accomplished within your organization.
  6. Know how to communicate: Good communication skills are critical.  Project managers must communicate with team members, end users, and stakeholders.
  7. Know how to succeed: Project success should be clearly defined and understood.
  8. Know how to fail: There should also be a definition of what constitutes failure.
  9. Know when the project is over: Don’t let scope creep turn the project into the never ending story.
  10. Know how to learn: As the philosopher Santayana suggested, if we aren’t willing to learn from history, we are destined to repeat it.  I believe the ability to learn from experience is one of the most critical project management skills.

From: AtTask


It is possible to measure virtually any activity in the program, but if the measurement does not support a key objective, it is not worth the cost of data collection and analysis.

– A caution in The Integrated Project Management Handbook, Dayton Aerospace Inc.

From:  Herding Cats

Checklist for Program Management

  • A clear, concise statement defining the program has been prepared and reviewed by knowledge parties for consensus.
  •  Performance objectives have been written following guidelines and each contains an actual calendar date for completion,
  • A Work Breakdown Structure has been developed to a level sufficient to prepare accurate estimates of cost, resources and working times for all program activities.
  • A Statement of program scope clearly defines the limits of what will and what will not be done.
  • Specifications that must be met are either identified or contained in the program notebook and the Control Accounts Managers (CAM) notebook.
  • Tangible deliverables have been identified for specific milestones to permit performance measurement.
  • A Linear Responsibility Chart shows involvement of key contributors to the program.
  • A working schedule has been prepared with resources allocated so that significant planned overtime will not be required to meet program deadlines.
  • A Critical Path Method and Program Evaluation Review Techniques diagram is the basis for all bar-charts working schedules, so that dependencies are known.
  • A spend plan cure has been prepared to show cash flow throughout the program’s duration.
  • Strengths, Weaknesses as well as Opportunity and Threats (SWOT) analysis have been prepared, with particular attention to program risk.
  • Where risks have been identified, contingency plans have been started to deal with them as well as a risk register to tract the potentials for the risk becoming a problem.
  • If capital equipment is needed in the program, appropriate requisitions have been prepared, with cost justifications attached. The Program plan was prepared with participation and/or input from the Control Account Managers.
  • The program notebook has been signed off by stakeholders and copies distributed to contributors.
  • A control system has been established using variance analysis to assess in performance measurement.
  • All components of the program measurement system are in place as defined in the Earned Value Management System description.
  • Individuals have been selected for assignment to the program whose individual needs will be met through participation, where possible.
  • The program is planned to a manageable level of detail at no less that level 3 of the work breakdown structure (WBS).
  • Work has been broken down into reasonable durations tasks (work packages) which are assigned with a budget and to a responsible Control Account Manager.
  • A post-mortem has been done at each milestone in the program and a final one has been done for the overall program and placed in the program and CAM’s (Control Account Manager) notebooks.
  • The program notebook has been placed in a central file for use in the future program planning.
  • Members of the team have been instructed to record their working times on the program daily.
  • A chart of control accounts (level three of the WBS) has been developed to track earned value against the plan and the contract deliverables of the program.
  • All members of the team are clear on the expectations of them in terms of authority, responsibility and accountability.
  • The standard operating procedures for empowering people has been applied to every member of the team.
  • Limits have been established to determine when the program plan will be revised, such as plus or minus 10% total authorized budget variation, etc.
  • The needs of customers have been carefully considered and documented in preparing the program plan.
  • Qualitative guides have been developed for non-quantifiable program objectives, such as program performance.
  • Checklists have been prepared for major segments of the program so that nothing is overlooked.

From: Herding Cats

Knowing What DONE Looks Like

Program success means…

  1. Knowing what DONE looks like begins with the Integrated Master Plan.
  2. Recognizing what DONE looks like when it arrives means measuring the planned Technical Performance.
  3. Measuring Physical Percent Complete tells us how far we have moved toward DONE by calculating the “Earned Value” we’ve achieved.

Connecting Earned Value, Technical Performance, and Physical Percent Complete establishes a credible measure of Progress to Plan.

From: Herding Cats

Top Ten Project Management Blogs for March 2010

Here are my top ten sites for project management articles in March 2010.

  1. PM Hut
  2. Herding Cats
  3. [tie] AtTask
    [tie] LearningTree Project Management
    [tie] Brighthub: Project Management
  4. ProjectTimes
  5. The Art of Project Management
  6. [tie] PMO Expert
    [tie] N2Growth
    [tie] ProjectSmart

Tweets for March 2010

Reading: SuperCompetent KEY #3: Attention http://bit.ly/9En3D8 #pmot
Reading: Can Project Managers Make Themselves Linchpins In Their Organizations? http://bit.ly/bWqdk1 #pmot
Reading: Herding Cats: The Grammar of “Done” http://bit.ly/bhHExP #pmot
Reading: How to Monitor a Project http://bit.ly/9cejye #pmot
Reading: Control Factors in Project Management – Time http://bit.ly/absgDU #pmot
reading: Example of a Written Root Cause Analysis http://bit.ly/dyxkwQ #pmot
Reading a series: A Facilitator’s Guide for Effective Meetings http://bit.ly/cEVATr http://bit.ly/cZ5YoI http://bit.ly/cSqBJf #pmot
Reading: Project Leadership Success: Responsibilities, Competencies and Behaviors That Produce Positive Results http://bit.ly/dxgQXm #pmot
QOTD: “The person who knows ‘how’ will always have a job. The person who knows ‘why’ will always be their boss.” Diane Ravitch #pmot
Reading: Positive Leadership in Project Mgmt – Value, Success and 12 Factors for Effective Project Leadership http://bit.ly/bx3Chn #pmot
Reading: Embedding Project Risk Management (PRM) into Project Management Processes http://bit.ly/bnjKjj #pmot
Reading: Ten Reasons to Trash your Risk Management Plan http://bit.ly/a6pJCu #pmot
Reading: Unwritten Rules of Communication http://bit.ly/bwRPtX #pmot
Reading: The Keys to Key Performance Indicators http://bit.ly/9iIR9M #pmot
Reading: Herding Cats: Seven Deadly Sins of Project Scheduling http://bit.ly/9nqgcA #pmot
Reading: Seven Deadly Sins of Scheduling – PM Hut http://bit.ly/aVz7gr #pmot
Reading: Technical Excellence isn’t enough http://bit.ly/auKtrq #pmot
Reading: Are You Squandering Your Intelligent Failures? http://bit.ly/dwwiyi #pmot
Reading: 10 Project Management Best Practices http://bit.ly/a3b5yy #pmot
Reading: Herding Cats: Probability v. Statistics in Cost and Schedule http://bit.ly/c0NyzQ #pmot
Reading: The BABOK® Requirements Taxonomy http://bit.ly/cXJ7KR #pmot
Reading: Bringing a New Team Together: Tips for the Initial Meetings http://bit.ly/9kXOXE #pmot
Reading: Old, grumpy and agile – the ideal combination? http://bit.ly/c5S26c #pmot
Reading: Team Motivation http://bit.ly/dmE2pF #pmot
Reading: The Difference Between Complex and Complicated Projects http://bit.ly/9smhGv #pmot
Reading: Crisis Planning or Chaos Management? http://bit.ly/a8pGPo #pmot
Reading: Danger! Danger! The Warning Signs of a Failing Project http://bit.ly/bSOJtu #pmot
Reading: The Myth of Project Management http://bit.ly/azhVDQ #pmot
Reading: Is the Critical Path Obsolete? http://bit.ly/bNSZOh #pmot
Reading: Garbage In, Garbage Out. Haven’t We Learned That Yet? http://bit.ly/c6FP1q #pmot
Reading: 10 Ways to Destroy the Effectiveness of Your Project Management Office (PMO) http://bit.ly/cZDzc4 #pmot
Reading: Using a Time-Sequenced Network Diagram http://bit.ly/cn3DRC #pmot
Reading: Writing Industrial Strength Requirements Using the IEEE Checklist http://bit.ly/djJFhH #pmot
Reading: Think For A Change: How Do You Measure An Idea? http://bit.ly/caKgvV #pmot
Reading: From Benchmark Report: Thoughts on Competencies http://bit.ly/9DRTsj #pmot
Reading: Project Leadership Success: Responsibilities, Competencies and Behaviors That Produce Positive Results http://bit.ly/aoplMk #pmot
Reading: Herding Cats: 3 Point Estimates Part 2 http://bit.ly/acZiWo #pmot
Reading: Why I am more afraid of too-much project management than not-enough http://bit.ly/cztcgA #pmot
Reading: Herding Cats: Why 3 Point Estimates Create False Optimism http://bit.ly/bYj6Mp #pmot
Reading: Problem Solving Requires Human Factors Root Cause Analysis http://bit.ly/c9iOeE #pmot
Reading: A new way to think about RACI http://bit.ly/abBf0l #pmot
Good one: Planning…not my job! http://bit.ly/cb0PY7 #pmot
Reading: Project Management Governance is Vital http://bit.ly/bVH5TZ #pmot
Reading: Project Management Requires a Systems Approach http://bit.ly/aVtk1Y #pmot
Reading: Fundamentals of Range Estimating in Project Management http://bit.ly/a57y46 #pmot
Reading: Herding Cats: Chartering the Project http://bit.ly/8YGx2O #pmot
Reading: What are some effective communications tools for project managers? http://bit.ly/99GOdN #pmot
Reading: The Multiple Definitions of the Project Charter http://bit.ly/9ySZ4d #pmot
Lesson: If you’re listening to someone and something smells fishy, it probably is. — Steven Levy #pmot
Reading: Who Wrote Shakespeare’s Plays? Drawing a Lesson in Management http://bit.ly/bE6jr9 #pmot
Reading: Leading Those Who Don’t Want To Follow http://bit.ly/aK5WhF #pmot
Reading: Requirements gathering? elicitation? No… http://bit.ly/aZO66T #pmot
Reading: Avoiding Padding Problems when Scheduling Projects http://bit.ly/cm1A0M #pmot
Reading: Authority versus Influence http://bit.ly/bDlUvs #pmot
Reading: Are PMO’s frightening? http://bit.ly/c5gNnD #pmot
Reading: Beyond The Firewall: The Case for Project Management – C. Wayne Peal http://bit.ly/bRnWvl #pmot
QOTD: Excellence is not a single act, but a habit you do repeatedly
Reading: Business Analysis and the BABOK® http://bit.ly/bnNM6R #pmot
Reading: The Fallacy of No http://bit.ly/cZz6j6 #pmot
Reading: Learning to Lead in the Project-focused World http://bit.ly/dpDXeB #pmot
Truncated RSS Is A Bad Business Decision http://bit.ly/bQ5X9Z
Reading: The Importance of the Risk Log http://bit.ly/9tg9Ct #pmot
Reading: Simple steps to manage your project changes http://bit.ly/cLew95 #pmot
Reading: Tip: Make time for the right things « Adventures in Project Management http://bit.ly/ckQkHo #pmot
Truncated RSS Is A Bad Business Decision http://bit.ly/bQ5X9Z
Reading: Managing a Remote Team—Changing Business as Usual http://bit.ly/akOoE8 #pmot
Reading: Why I Stopped Working With Busy People http://bit.ly/9zfLuL #pmot
Reading: Herding Cats: Risk Management Maturity http://bit.ly/asP6iH #pmot
Reading: Information Distribution in Project Management http://bit.ly/bnaPQv #pmot
Reading: Project Leadership Success: Responsibilities, Competencies and Behaviors That Produce Positive Results. http://bit.ly/cOmEd1 #pmot
Reading: Requirements are Actionable Goals http://bit.ly/9C99Rv #pmot
Reading: Better Projects: Kano analysis and Bernoulli’s error http://bit.ly/985wnv #pmot
Reading: When Making Project Decisions You Can’t Always Trust Your “Gut” http://bit.ly/9vJmAG #pmot
Reading: Six Essential Capabilities for Practicing Project Portfolio Management http://bit.ly/dlrLoO #pmot
Reading: Project Management Fundamentals Part 6 – Trust http://bit.ly/9rUnvh #pmot
Reading: Bayes Theorem for project managers http://bit.ly/a7ilTw #pmot
Reading: Project communication and how to create a communication management plan http://bit.ly/cIa8Yf #pmot
QOTD: “Anything that lasts more than a week isn’t a crisis, it’s a situation.”
Reading: Do You Know Where Your IT Projects Are? Part 1. http://bit.ly/bP1nhM #pmot
Reading: Mindfully Managing Expectations http://bit.ly/bf6oBR
Reading: What is a Business Analyst? http://bit.ly/cpumon #pmot
QOTD: “A ship is safe in the harbor, but that’s not what ships are for” – William Shedd
Reading: Striking an Agile Balance when Evaluating Project Requests http://bit.ly/c7Ivz5 #pmot
Reading: PRINCE2 Management Products http://bit.ly/cfNMzt #pmot
Reading: Herding Cats: Status Reports http://bit.ly/91wwl6 #pmot
Reading: Is a Statement of Work Really Important?http://bit.ly/cTJRuw #pmot
Reading: Four Tips for Avoiding Conflict Between the PM and BA http://bit.ly/bcC0t1 #pmot
Reading: Get to the Why by Starting at the Epicenter http://bit.ly/cQLBTs #pmot
Reading: Continuing Your Professional Development – It’s Not Just About Training Courses http://bit.ly/axy3Li #pmot
Reading: Horse Trading and Project Management http://bit.ly/aSDvxy #pmot
Reading: How Far Should Project Managers Breakdown a Project? http://bit.ly/aTNGAG #pmot
Reading: Agile Portfolio Management http://bit.ly/bQgVAg #pmot
Reading: Kick yourself out of your position… – The Hard-Nosed Project Manager http://bit.ly/cYBSE1 #pmot
Reading: Ten Ways to Ensure Project Failure http://bit.ly/astHBQ #pmot
Reading: Resource Management – Critical to Project Management Success http://bit.ly/apg9Z6 #pmot
Reading: Obsolescence is a Choice http://bit.ly/bDp7OJ #pmot
Reading: Control Factors in Project Management – Money http://bit.ly/agj4Mo #pmot
Reading: Transformational -v- Transactional Negotiations http://bit.ly/cdgKuo #pmot
Reading: Project Management Best Practices http://bit.ly/92FWpk #pmot
Reading: Three pronged strategy for new project managers http://bit.ly/cNgJo1 #pmot
Reading: Project Leadership Success: Part 1 of 10 http://bit.ly/b9Xqpb #pmot
Reading: Vendor Management – Project Managers Get a C-minus – PM Hut http://bit.ly/aU2fqx
Reading: The Enlightened Manager: Email: A Terrible Way to Manage Conflict http://bit.ly/9LniRC #pmot
Reading: AtTask – Base Coaches and Project Managers: Four Common Success Traits http://bit.ly/95BsO0 #pmot
Reading: 10 Steps to Setting SMART Objectives http://bit.ly/cdSdtu #pmot
Reading: Assumptions: The Elegant Risk http://bit.ly/bCl229 #pmot
Reading: What Are Some Effective Communications Tools For Project Managers? http://bit.ly/ceXYan #pmot
Reading: CMM and Project Management – Tracking and Oversight http://bit.ly/adhx4I #pmot
Reading: The Value of Results over Documentation http://bit.ly/bxy92I #pmot
Reading: Herding Cats: Quote of the Day http://bit.ly/b6eX3C #pmot
Reading: Herding Cats: Quote of the Day http://bit.ly/b6eX3C
Reading: How to Improve Your PM Skills: Get Grumpy http://bit.ly/c3JAdj #pmot
Reading: Risk Breakdown Structure – A Risk Management Tool http://bit.ly/dqOyZa #pmot
Reading: Risk Register – Output of Risk Management Process http://bit.ly/db566e #pmot
Reading: Do PMs need to know content? « Adventures in Project Management http://bit.ly/cdhAuf #pmot
Reading: How Should the Project Manager Deal with Scope Creep? http://bit.ly/bAcXyY #pmot
Reading: The 8 Dimensions of Project Management – PM Hut http://bit.ly/dv4Q7S #pmot
Reading: Project Managers Need Leadership Skills http://bit.ly/c9WCjL #pmot
Anyone have a helpdesk implementation plan to share? #pmot #projectmanagement
Reading: Managing Risk in Projects: What’s New? http://bit.ly/aO2S0o #pmot #projectmanagement #riskmanagement
Reading: Attain Better Business Organization With Online Project Management http://bit.ly/dmOfiY #pmot #projectmanagement
Reading: The 22 minute meeting « Scott Berkun http://bit.ly/ahmkzu #pmot #projectmanagement
Reading: Rogue Project Leader: The FIST Handbook http://bit.ly/akP6Lt #pmot #projectmanagement
Reading: Benefit Mapping Project Change Requests http://bit.ly/dm2l8T #pmot #projectmanagement
Reading: Sharing Work Management Best Practices: Why “Community” is Important http://bit.ly/bsMsfN #pmot #projectmanagement
QOTD: When you separate the “doing” from the measurement of the doing, you start to establish credibility for the work. Glen Alleman #pmot
Reading: Like Siblings, Teams Get Locked Into Behavior Patterns http://bit.ly/co8qxu #pmot #projectmanagement
Reading: What Projects Can Learn From The Latest Design and Manufacturing Disciplines? http://bit.ly/b2XmsX #pmot #projectmanagement
Reading: To PMP or not to PMP That is the question http://bit.ly/clrBCF #pmot
Reading: Warum ignorieren Sie Typographie in Präsentationen? (Why are you ignoring typography in presentations?) http://bit.ly/d5tPu3 #pmot
Reading: Do we need accurate estimates? http://bit.ly/c2V4TX #pmot #projectmanagement
Reading: PMBOK Guide® for the Trenches, Part 3: Cost – Voices on Project Management http://bit.ly/bjW7IY #pmot #projectmanagement
Reading: How to Calculate the ROI of an IT Project http://bit.ly/cWnTYC #pmot
Reading: Project Success Plans – Planning for Success http://bit.ly/9zmVSm #pmot #projectmanagement
Reading: Managing Complex Projects that are Too Large, Too Long and Too Costly http://bit.ly/caRU0i #pmot #projectmanagement
Reading: How to have more self-discipline http://bit.ly/bqWJtz #pmot
QOTD: Good excuses are still excuses
Reading: Successful Project-Based Work Requires a Decision (or Two) http://bit.ly/9LOcBJ #pmot #projectmanagement
Reading: 220-year-old leadership tool still very effective http://bit.ly/aDHWxe #pmot #projectmanagement
Reading: Teamwork Will Happen…If… http://bit.ly/dxMdDq #pmot #projectmanagement
Reading: Herding Cats: Milestones? Resist Milestones http://bit.ly/b8tvmj #pmot #projectmanagement
Reading: Deming’s 14 Points and Quality Project Leadership http://bit.ly/9XfjBh #pmot #projectmanagement
Reading: Keep it simple http://bit.ly/ba8JAK #pmot #projectmanagement
Good advice: Seth’s Blog: Try different http://bit.ly/9VAncs #pmot #projectmanagement
Reading: Building a better business analysis practice http://bit.ly/aHe45C #pmot #projectmanagement
Reading: Two project teams for the same “project!” http://bit.ly/9blJYM #pmot #projectmanagement
QOTD: All general statements are false
QOTD: Never attribute to malice that which can be adequately explained by stupidity.
Reading: More Milestones or Fewer? http://bit.ly/bXojQ7 #pmot #projectmanagement
Reading: Project-based Knowledge Management http://bit.ly/bnwwr1 #pmot #projectmanagement
New addition to PM blogroll: “The Hard-Nosed Project Manager” http://bit.ly/au8DTD #pmot #projectmanagement
Reading: Herding Cats: The Project Driven Organization http://bit.ly/c0rWP9 #pmot #projectmanagement
Reading: The PM and the BSC – The Hard-Nosed Project Manager http://bit.ly/a2y4A6 #pmot #projectmanagement
Reading: Nurturing Project Leaders: Rewarding Change can be Rewarding http://bit.ly/99Tb7K #pmot #projectmanagement
Reading: PERT Works for Non-Construction Projects, Too! http://bit.ly/cgJUY0 #pmot #projectmanagement
Reading: 14 Design-Regeln für Präsentationen (14 Design Rules for Presentations) http://bit.ly/aMyhhc #pmot
Reading: How much process is too much? | quantmleap http://bit.ly/aeov3R #pmot #projectmanagement
Reading: 5 Things To Do Instead Of Complain http://bit.ly/9ATS4F #pmot #projectmanagement
Reading: Better Projects: Upgrading your Skills http://bit.ly/9jYFF6 #pmot #projectmanagement
Reading: AtTask – Three Proven Decision-Making Tips for Project-Based Work http://bit.ly/9F346P #pmot #projectmanagement
Reading: Project Management Tools: Whiteboard http://bit.ly/dj17HT #pmot #projectmanagement
Reading: Project Mismanagement, Pentagon Style – Project Management http://bit.ly/cUdCfo #pmot #projectmanagement
Reading: Announcing the Tools Section of Our Website | Mike Cohn’s Blog – Succeeding With Agile® http://bit.ly/c1uNgR #pmot
Reading: Using a Time-Sequenced Network Diagram http://bit.ly/cHW5HT
Reading: What is Configuration Management anyway? http://bit.ly/bGvuNK #pmot #projectmanagement
Reading: What happens when they make a mistake? http://bit.ly/dkg1Nr #pmot #projectmanagement
Reading: Scrum Project Planning Templates and Samples http://bit.ly/9j0Cyw #pmot #projectmanagement
Reading: Initiative Overload… http://bit.ly/9otsyv #pmot #projectmanagement
QOTD: Bottom line…success equals focus – @MikeMyatt #pmot #projectmanagement
Reading: When PMs OD Projects Run Better http://bit.ly/brHSq0 #pmot #projectmanagement
Reading: Having Consistent Motivation for Your Projects http://bit.ly/9ZJT1t #pmot #projectmanagement
Reading: Rogue Project Leader: Proximity Matters http://bit.ly/dmN6j3 #pmot #projectmanagement
Reading: Project Management Checklists – 12 Checks for Planning http://bit.ly/auYQyD #pmot #projectmanagement
Reading: 78 Things I Have Learned in 6 Years of Agile Coaching http://bit.ly/akUbIt #pmot #projectmanagement
Reading: 10 Ways to Know You are not a Leader http://bit.ly/c2gGEV #pmot #projectmanagement

Critical Concepts Applicable to All Project Success

  1. Where are we going?
  2. How are we going to get there?
  3. Do we have enough time and money to make it?
  4. What’s going to prevent us from showing up on time, on budget, and on specification?
  5. How are we going to measure physical progress to plan?

From: Herding Cats

Five Easy Pieces

Remember risk management has five easy pieces:

  1. Hope is not a strategy
  2. No single point estimate of cost or schedule can be correct without knowing the variance
  3. Cost, Schedule, and Technical Performance are inseparable (this is the REAL Iron Triangle)
  4. Risk management requires adherence to a well defined process
  5. Communication is the Number One success factor in Risk Management

From: Herding Cats

Top Ten Project Management Blogs for February

Here are my top ten sites for project management articles in February 2010.

  1. PM Hut
  2. Brighthub: Project Management
  3. HarvardBusiness.org
  4. [tie] Herding Cats
    [tie] AtTask
  5. N2Growth
  6. [tie] The Art of Project Management
    [tie] Rogue Project Leader
    [tie] ProjectSmart
  7. PM Coup

Tweets for February 2010

Reading: Earned Value Reporting – To Complete Cost Performance Index http://bit.ly/aO6u8O #pmot #projectmanagement
Reading: X Bar/Range Control Charts for Data Collected by Subgroup Sampling http://bit.ly/dltluI #pmot #projectmanagement
Reading: Root Cause Analysis Confidentiality http://bit.ly/c8arwT #pmot #projectmanagement
Reading: Root Cause Analysis Dandelion Diagram – What Is It and When Should You Use One? http://bit.ly/biAhs0 #pmot #projectmanagement
Reading: What is Scrum Process? http://bit.ly/dBUr3n #pmot #projectmanagement
Reading: What is Scrum Methodology? http://bit.ly/bAIBHb #pmot #projectmanagement
Reading: How Should the Project Manager Deal with Scope Creep? http://bit.ly/a48zKY #pmot #projectmanagement
Interesting paper: Multidimensional project control system implementation methodology http://bit.ly/cG6i2W
Reading: Fish Bone vs. Apollo Root Cause Analysis for Six Sigma and Agile http://bit.ly/cGz0CD #pmot #projectmanagement
Reading: Leadership Lessons Learned the Hard Way; Part IV – Apply the lessons you learned! http://bit.ly/cxML0y #pmot #projectmanagement
Reading: Stakeholder Management Best Practices Tools http://bit.ly/bLAdFp #pmot #projectmanagement
Reading: ProjectSteps: Great People http://bit.ly/cbLOgc #pmot #projectmanagment
Reading: What is a Project Charter? http://bit.ly/9Fe1Sw #pmot #ftpm #projectmanagement
Reading: Using a P Chart for Quality Control http://bit.ly/9N64Wv #pmot #projectmanagement
Reading: The Pareto Principle (80/20 Rule) Explained with Charts, Graphs, and Examples http://bit.ly/cstrC9 #pmot #projectmanagement
Reading: Seven Key Principles of Project Management http://bit.ly/9U9pY2 #pmot #projectmanagement
Reading: Some Risk Management related thoughts – Part 2 http://bit.ly/aC0T21 #pmot #projectmanagement
Reading: Three Uncommonly Common Meeting Mistakes http://bit.ly/b7V4BR #pmot #projectmanagement
Reading: Herding Cats: Standish Report http://bit.ly/9mDYbf #pmot #projectmanagement
Reading: What is So Significant About Framing the Project? http://bit.ly/bMH8lM #pmot #projectmanagement
Reading: The Indivisible Task http://bit.ly/batdG9 #pmot #projectmanagement
Reading: How to Grow Communities of Practice http://bit.ly/arJmOP #pmot #projectmanagement
Reading: Know When to Back Down From a Challenge http://bit.ly/aW4ODo #pmot #projectmanagement
Reading: Working with Virtual Project Teams http://bit.ly/aLP3TU #pmot #projectmanagement
Reading: Project managers: develop your consultancy skills http://bit.ly/9tDYIC #pmot #projectmanagement
Reading: The Psychology of Those Who Win http://bit.ly/dz8O4C #pmot #projectmanagement
Writing tip: A paragraph is like a skirt – long enough to cover the subject but short enough to keep it interesting.
READ THIS! Putting Things In Perspective http://bit.ly/bfnmqD #pmot #projectmanagement
Reading: The Hidden Costs and Dangers of the Shortcut http://bit.ly/bqgsrB #pmot #projectmanagement
Great Leaders Leverage Great Messaging http://bit.ly/9Dp4VB #pmot #projectmanagement
Leadership Lessons Learned the Hard Way; Part III – Say no to a bad promotion! http://bit.ly/aTE4lH #pmot #projectmanagement
Reading: When Do You Kill A Project? http://bit.ly/apJWVw #pmot #projectmanagement
Reading: What Can Project Managers Learn From the Movies? Part II http://bit.ly/c9inVr #pmot #projectmanagement
Reading: Meet Your New Best Friend: The Project Charter http://bit.ly/dw13OX #pmot #projectmanagement
Reading: Inspiration vs. Motivation http://bit.ly/dji3KB #pmot #projectmanagement
Reading: Power Scrum: Secrets to a Good Meeting http://bit.ly/cRPaRc #pmot #projectmanagement
RT @rickamorris: There can be no value in project management if all you ask us to do is to execute poor decisions.  Embrace the process!
Reading: Project Management – Your Business Needs It! http://bit.ly/cVtJxy #pmot #projectmanagement
English translation: Golden rules of project management http://bit.ly/bB1rZM #pmot #projectmanagement
RT @ninusch01: The golden rules of #projectmanagement: http://j.mp/cisjYK – actually simple, you can only win. #pmot
Reading: Making More of Metrics http://bit.ly/9Wx67t #pmot #projectmanagement
RT @ronaldmansonPMP: #pmot  The fellow who says he’ll meet you halfway usually thinks he’s standing on the dividing line. – O. A. Battista
@JohnEstrella I would be interested in seeing your presentation. Put it on your blog perhaps?
@JohnEstrella Tip: Retweet interesting stuff. Others in your network may find it interesting as well.
@JohnEstrella Tip: It is better to give than to receive
@JohnEstrella Tip: Remember this is a “conversation”, albeit in short chunks
@JohnEstrella Tip: Make sure you follow back your followers (as long as they are reasonably relevant and not spammers).
Reading: 6 awesome strategies for taking meeting notes with mind maps http://bit.ly/cBluml #pmot
Reading: MIT formula for uncertainty: Pad your estimates http://bit.ly/clDOKm #pmot #projectmanagement
Reading: Dealing with Conflict http://bit.ly/bPXoxu #pmot #projectmanagement
Reading: Staffing and Competency Levels for the PMO http://bit.ly/bKuvnS #pmot #pmo #projectmanagement
Reading: Cause of Delay http://bit.ly/dqIbaH #pmot
I need one of these: Skooba Design Wants to Stable Your Cable … Among Other Things http://bit.ly/afbRBW
Reading: Project Management ROI http://bit.ly/9Dd1jz #pmot
Reading: Bragging, Army-style http://bit.ly/aVkLA6 #pmot
Reading: Some Risk Management related thoughts – Part 1 http://bit.ly/bucEnc #pmot
QOTD: Peter Drucker: “There is nothing so useless as doing efficiently that which should not be done at all.” #pmot
Reading: What are you deploying? If you think it is SharePoint, you got it wrong! http://bit.ly/apZ6sv #pmot
Reading: Experience and Judgment | Project Management Guide http://bit.ly/cJqUJB #pmot
Reading: What Can Project Managers Learn from the Movies? http://bit.ly/bulb2x #pmot
Reading: Those Darn Norms!: How Coworkers and Bosses influence Motivation http://bit.ly/blBdGF #pmot
Reading: The Three Key Elements of a Solid Project http://bit.ly/crdSIC #pmot #ftpm
Reading: Introductions Are Much More than Icebreakers http://bit.ly/91C9GU #pmot
RT @CIOPeerResearch: Peter Kretzman on more practical approaches allocating resources across multiple projects  http://bit.ly/caGNDI  #pmot
RT @andrewbuck: Meeting Behaviors: The good, the bad and the ugly. http://bit.ly/c9fWE5 #pmo #pmot #projectmanagement
New addition to PM blogroll: “Bridging the Gap” http://bit.ly/au8DTD @LLBrandenburg #pmot #projectmanagement
RT @LLBrandenburg: The Janus Relationship as a model for how BAs and PMs can work together http://bit.ly/aOsp19 #projectmanagement #pmot
There isn’t just one agile: “Agile” is really the ability to respond to change in the most effective way…
…considering the restraints of the environment in which you’re working. – Dave West
Interesting series re: Sun Tzu’s The Art of War and project management @mrsungo http://bit.ly/anEbPk #pmot #projectmanagement
Reading: Leadership Through Communication http://bit.ly/9RUgRW #pmot
Too true! RT @purpleprojects: All to often PMs spend 90 % of their  time on 10 percent  of the things needed to deliver a project.  #pmot
If a firm is not moving its quality forward, it’s sliding backwards. Quality NEVER stands still!
Job snapshot: Project Manager http://bit.ly/9kEjcM #ftpm
Reading: When doubt about doubt leads to confidence http://bit.ly/a590pa #pmot
Reading: The PM and BA Role; a Deeper Dive http://bit.ly/b87YGh #pmot
Reading: Looking Beyond the Trees to the Forest http://bit.ly/bNrDKO #pmot
Reading: 10 minutes on your project with the big boss http://bit.ly/cgEdpE #pmot
Reading: Satisfying Needed Scope Versus Wants http://bit.ly/dw2mYh #pmot
Reading: Who Should Do The Hiring? http://bit.ly/bTHBkt #pmot
RT @corneliusficht: Methodology Matters: A couple of days ago I had a chance to attend a project management wo… http://bit.ly/a01ij3 #pmot
Reading: Common Mistakes in Project Change Management and Organizational Change Management http://bit.ly/bgL12u #pmot
RT @bainsight: Reading: What Sort of Checklist Should You Be Using? http://bit.ly/duRLUx #baot #pmot
RT @brainslink: Common IT Project Management Mistakes: http://is.gd/916dF (make new mistakes, not these old ones) #pmot
Amen to that! RT @pmstudent: PMP does not = “automatic job”.  Run away from companies who say otherwise, they don’t care about you. #PMOT
Additions and comment to my PM blogroll http://bit.ly/9QkAVw #pmot
Reading: Managing IT project priorities in a pressurized, unstable business climate.. http://bit.ly/apREze #pmot
Reading: Leadership Lessons Learned the Hard Way; Part II – Sometimes the best thing to do is nothing! http://bit.ly/doXVLV #pmot
New addition to PM blogroll: “The Kelso Group” http://bit.ly/au8DTD @TheKelsoGroup #pmot #projectmanagement
Reading: Five Tips for Estimating Requirements http://bit.ly/bJ6dTO
Reading: It’s Geek to Me: A Team-building Story http://bit.ly/aAzmlv #pmot
RT @StevenBLevy: Metrics Aren’t Measurement – http://bit.ly/a0nvmm #pmot
New addition to PM blogroll: “ProjectBrief” http://bit.ly/au8DTD @WatermarkDarcy #pmot #projectmanagement
RT @WatermarkDarcy: 2 Ingredients To Spice Up Meeting Effectiveness – ProjectBrief Blog http://bit.ly/9fIkkz #pmot
New addition to PM blogroll: “Projekt Management Beratung” http://bit.ly/au8DTD #pmot #projectmanagement
New addition to PM blogroll: “PMO Expert” http://bit.ly/au8DTD #pmot #projectmanagement
Reading: Honing Your Skills as a Peer Coach http://bit.ly/dAbOWz #pmot
Reading: Project Management Leadership Styles – Which One is the Best? http://bit.ly/buPVoA #pmot
Reading: Complete Requirements http://bit.ly/9VZLuK #pmot
Reading: The Value of Process http://bit.ly/dBJNdj #pmot
Reading: Instant Change « Shift Happens! http://bit.ly/cXYgha #pmot
Reading: CMM Configuration Management and Project Management – PM Hut http://bit.ly/cGlIfw #pmot
Reading: The Critical Path by Derek Huether » The Hateful Cycle of Apathy Hits a Nerve http://bit.ly/9vMMpo #pmot
RT @CS_Project_Mgr: RT @projectmgmt: Wow, that’s certainly a list, Top 100 Project Management Blogs http://bit.ly/bIgkgP #pmot
New addition to PM blogroll: “The Agilista PM” http://bit.ly/au8DTD @AgilistaPM #pmot #projectmanagement
Reading: Communicating risks using the Improbability Scale « Eight to Late http://bit.ly/aFHgpe #pmot
Reading: Leadership Lessons Learned the Hard Way; Part 1 – Know When to Get Out of the Way http://bit.ly/dzbTt7 #pmot
Reading: Better Projects: Driving in Inclimate Project Weather http://bit.ly/9E3GJJ #pmot
Reading: Common Project Management Mistakes: Badly Handled Changes http://bit.ly/bR6e1V #pmot
RT @LearningTree: Are you really deploying #SharePoint? A breakdown of the features & how they can impact your org http://bit.ly/9KIzBw
RT @AMAnet: What makes a Leader effective? #pmot | http://ow.ly/19RwD
Reading: Project-Based Work: The Challenges of Project Learning http://bit.ly/9DHbII #pmot
Reading: Distributed Teams: Build Trust through Early Progress http://bit.ly/c20gbv #pmot
RT @AMAnet: Today’s Lunch & Learn: Preventing and Resolving Conflict within Virtual Teams. #management | http://ow.ly/19RjS #pmot
Good tips for any meeting: RT @virtual_teams: Tips to Facilitating an Effective Virtual Meeting. http://ow.ly/19U77 #pmot #teams
Reading: Unleashing the Hidden Potential of Your Staff http://bit.ly/czkHyZ #pmot
Reading: Projects Fail Because Project Managers Are Doing the Wrong Project http://bit.ly/cyYXQj #pmot
Reading: Herding Cats: Estimating http://bit.ly/aGXoED #pmot
Quote: Companies don’t usually die of sudden heart attacks, but rather have protracted illnesses that kill them over time. – Ron Ashkenos
Reading: How to Face Your Company’s Mortality http://bit.ly/c1aZ8a
RT @RBryanPeterson: However beautiful the strategy, you should occasionally look at the results. ~  Winston Churchill #pmot
RT @clarizen: How to Turn a Failed Project into a Successful Program http://bit.ly/dvXopy #pmot
New addition to PM blogroll: “Dantotsu PM” http://bit.ly/au8DTD #pmot #projectmanagement
Reading: 20+ questions for a « lessons learned  session at the end of your project http://bit.ly/crASGJ #pmot
Reading: Common IT Project Management Mistakes http://bit.ly/aE44KJ #pmot
New addition to PM blogroll: “Back from Red Blog” http://bit.ly/au8DTD @BackFromRed #pmot  #projectmanagement
Reading: The PMP: Competency or Marketing? http://bit.ly/dh8eyr #pmot
Reading: Indispensable? I think not… http://bit.ly/9AhRgG #pmot
Reading: How to Motivate Unmotivated People http://bit.ly/a1SWwK #pmot
Reading: Building a BA Work Plan http://bit.ly/akfskr #pmot
Reading: Stakeholder Management Best Practices  http://bit.ly/9ceODB #pmot
Reading: Project Management is Stressful http://bit.ly/ceMbmf #pmot
New addition to PM blogroll: “Parallel Project Training Blog” http://bit.ly/au8DTD @parallelproject #pmot
Reading: The Problem with Project Sponsors http://bit.ly/bnf7KP #pmot
Reading: New project manager? Twitter can help: #FTPM | pmStudent http://bit.ly/adlVct #pmot
Reading: Think For A Change: What Does Project Management Have To Do With Innovation? http://bit.ly/asC3b2 #pmot
Reading: Now where did I put that risk log?  http://bit.ly/cD5WO1 #pmot
Reading: The Dangers of Project Management Templates http://bit.ly/d5FVq1 #pmot
RT @maxmidnight: 5 Keys to Project Task Management http://bit.ly/aIZXaY #pmot
Reading: Project Conversations-Shared Understanding http://bit.ly/7IeH58 #pmot
Reading: Scrum Is Dead. Long Live Scrum. http://bit.ly/9P1oJT #pmot
New addition to PM blogroll: “Shyam’s Blog” http://bit.ly/au8DTD @shammy11 #pmot
Reading: 7 rules for highly effective PMs http://bit.ly/d1ZOgh #pmot
Reading: Project plan or project schedule? http://bit.ly/9DWJqJ #pmot
RT @businesschange: Reading: PMO Value and Victory – The Most Bang for Your Buck http://ow.ly/16Cod6 #pmot
Reading: Keeping it real…real simple http://bit.ly/cszKqj #pmot
Reading: What You Need Is Some Kaizen http://bit.ly/b8nn0l @DerekHuether #pmot
Reading: Ten critical foundations for successful collaborative networks http://bit.ly/aI0Z4W #pmot
Reading: Why Your Employees Are Losing Motivation http://bit.ly/dhagN8 #pmot
New addition to PM blogroll: “Adventures in Project Management” http://bit.ly/au8DTD  #pmot
Reading: The Two Types of Quality Reviews – PM Hut http://bit.ly/cnEpio #pmot
Reading: The Project Stakeholder—Friend or Foe? http://bit.ly/8Xa0PJ #pmot
Reading: Project-Based Work: Three Levels of Cooperation http://bit.ly/9ZCuF7 #pmot
Reading: Herding Cats: Project Management Principles Need To Have Units of Measure http://bit.ly/bu4vh2 #pmot
Reading: RT @wil_wsi: Build a better PMO by following their fundamental flow. http://bit.ly/8eEnRH #pmot #li
RT @P5C: You Are What You Acknowledge! – Voices on Project Management http://ow.ly/193ph #pmot
Reading: RESPECT – How NOT to be the Rodney Dangerfield of Project Management http://bit.ly/bUXA9w #pmot
Reading: Core Competency – A Critical Success Factor http://bit.ly/bBpZ0w #pmot
Recommended! RT @commsabilities: PapercutPM’s Big Granddaddy of Excel Project Tracking http://bit.ly/avj3iN #pmot
Reading: Pragmatic Risk Management – No Rocket Science! http://bit.ly/95inAn #pmot
Things that make you go “hmmm”: RT @purpleprojects: Without ethics Project Management is reduced to politics and “spin”. #pm #pmot
Reading: Effectively communicating numbers: Selecting the best means and manner of display http://bit.ly/cxQBIj #pmot
Reading: Project Success Criteria / Acceptance Criteria Document http://bit.ly/9qzBbu #pmot
RT @businesschange: Reading: Stop worrying about “responsibility with no authority” – what’s your influence factor #pmot http://ow.ly/16BSUL
RT @AMAnet: How to use the Pygmalion Effect to boost employee performance.  http://ow.ly/18E5x #pmot
The scarcest, rarest, and most valuable resource in the world today is wisdom http://bit.ly/9sDw95 #pmot
Quote of the day: I suffer from a medical condition known as hyperpneumo craniosis (air headedness).
Reading: AtTask – Realistic Plan plus Execution equals Value http://bit.ly/9y1Xop #pmot
Reading: Why Good People Skills Matter in a Recession http://bit.ly/cMEBAJ #pmot
RT @Leadership1: A true leader will never ask of others what they themselves are unwilling to do. #pmot
Reading: Scope Verification of Software Projects http://bit.ly/9EQOYT #pmot
Quote: The person who says a thing can’t be done should never interrupt the one who’s doing it! http://bit.ly/c5BC9W #pmot
Reading: Identifying Leaders http://bit.ly/b2OEJt #pmot
RT @maxmidnight: Do You Need a Project Manager? http://bit.ly/9ZJ7BY #pmot
Reading: Are you a Project Management Gantt Chart Slave? http://bit.ly/cwLsAb #pmot
Reading: Embracing Project Portfolio Management Principles – PM Hut http://bit.ly/bq0xoJ #pmot
RT @hierwirdslustig: Warum haben Bienen eine Königin und keine Bundesregierung? – Weil sie Honig produzieren wollen und keinen Mist.
Reading: Building Better Software › Nonfunctional Requirements Q&A http://bit.ly/cSurJW #pmot
Reading: Thinking Strategically: Executives Create Space for Thinking http://bit.ly/cB8pCt #pmot
Reading: Quantifying Risk: The Purpose of Testing http://bit.ly/d8ax40 #pmot
RT @clarizen: Risk Management – Overview, Lifecycle and Useful Tools & Techniques  http://bit.ly/ayIT89 #pmot
RT @ahoojas: Decision Making Methods for Teams http://bit.ly/dnMr4x #pmot
RT @itgEvangelist: RT @PeterKretzman: The futile quest for a kind of Unified Field Theory of IT & project mgt http://bit.ly/cR9JYx  #pmot
New addition to PM blogroll: “Clarence Williams, PMP” http://bit.ly/au8DTD @clarencew #pmot
RT @pmhut: Communication & Collaboration in Project Management http://bit.ly/anvgNs #pmot
RT @UnlikeBefore: I didn’t but have now. RT @Leadership1: Did you see my blog on: “Risk Taking and Leadership”? http://is.gd/7X7go #pmot
New addition to PM blogroll: “PM Lessons Learned” http://bit.ly/au8DTD @PMlessons #pmot
New addition to PM blogroll: “De-RISK” http://bit.ly/au8DTD @de_risky #pmot
RT @De_Risky: @askegg You might find this interesting re risk management? http://bit.ly/5uLXIj #pmot #riskmanagement
Reading: The Simplicity of Lean http://bit.ly/aHRhfa #pmot
Reading: Service Companies Adopting Product Companies’ Project Management Strategies http://bit.ly/cCxXVi #pmot
Reading: Writing Better Project Charters http://bit.ly/aNGQFR #pmot
Reading: Communication Matters http://bit.ly/9kswVm @mikemyatt #pmot
Reading: Fixed date projects: more advice from the experts http://bit.ly/aIlcLK @pm4girls #pmot
Quote: If common sense were that common we wouldn’t have bothered to name it @pmcoup http://bit.ly/awPO7L #pmot
Reading: Avoiding Problem Of Padding http://bit.ly/c4s1ZY #pmot
Reading: Learn to Ask Better Questions – HBR http://bit.ly/arqrLB #pmot
RT @GuiapracticaPMP: Blog: Roles del PMP  http://bit.ly/cJ2y6S Translated: http://bit.ly/9ksgF8 #pmot
Reading: Herding Cats: Who’s doing what on this project? http://bit.ly/dl96EF #pmot
Reading: The Weak Matrix in a Strong Project Culture http://bit.ly/dakXrJ #pmot @bmossing
So true! Reading: Rogue Project Leader: Misreading Data http://bit.ly/9yZUc9 #pmot
Reading: Do Your Controls Create Complexity? http://bit.ly/bpt91B #pmot
Reading: 3 Keys to Successfully Working With Project Stakeholders http://bit.ly/9VEqxW #pmot @attask
RT @pmhut: 5 Intricacies of Fixed Bid Projects http://bit.ly/dk0vuB #pmot
Reading: Four Ways to Attack the Castle — And Get a Job, Get Ahead, Make Change – HBR http://bit.ly/cepDjJ #pmot
Resources: Communications Management http://bit.ly/9VYXK4 #pmot
Fight back against bad password policy http://bit.ly/aIm7iG
Reading: Systems Thinking: Why you should care @pmStudent http://bit.ly/cwiv0O #pmot
Reading: Using Focus Words in Your Requirements « Project Management http://bit.ly/9IFrZf #pmot
Reading: Cause and effect, Iskikawa diagrams and the 4S’s http://bit.ly/bUovfB #pmot
New addition to PM blogroll: “The Project Management Monkey” http://bit.ly/au8DTD  #pmot
Reading: Don’t Forget Your Project Team – PM Hut http://bit.ly/doU2t6 #pmot
New addition to PM blogroll: “Michael Greer’s PM Resources” http://bit.ly/au8DTD  #pmot
RT @rickross10: Why Experts Never Stop Learning http://bit.ly/4XrEjV #pmot
Reading: George Washington’s 110 Rules of Civility and Decent Behavior http://bit.ly/d47y6k #pmot
Reading: Better Projects: Project Accounting and Development Methodologies http://bit.ly/dDqvNP #pmot
Good lessons for PMs: How to Productively Handle a PR Crisis – WebWorkerDaily http://bit.ly/arDoeQ #pmot
Reading: A PMBOK® Guide for the Trenches, Part 2: Schedule http://bit.ly/9GYCSf #pmot
Reading: Importance of Team Agreements http://bit.ly/d7C5Xq #pmot
New addition to PM blogroll: “Donna Fitzgerald” http://bit.ly/au8DTD  @nimblePM #pmot
Reading: pm-lotus | Project Management Checklists http://bit.ly/9E7HYS #pmot
Reading:The Best Project Office Books http://bit.ly/bdePng #pmot Any other suggestions?
Reading: Inside PRINCE2: Fixed date projects http://bit.ly/99PNJZ #pmot
Reading: The Key to Performing an Effective Analysis of Alternatives http://bit.ly/9K9cQT #pmot
Reading: Mind the Gap – Where emotional intelligence rules http://bit.ly/93cblP #pmot
Reading: Don’t overwrite project files http://bit.ly/b4IGmo #pmot @pmtips
Reading: Project Success Tips – Thinking Like a Risk Manager http://bit.ly/cYlf9k #pmot
Reading: Plan and Act Based on Reality http://bit.ly/b1MUH8 #pmot
Reading: Better Projects: It’s up to you http://bit.ly/9KLKfd #pmot
Reading: Zen, Project Management, and Life: Requirements http://bit.ly/cIy87K #pmot
Reading: Project Managers Should Not Fear the Baseline | CIO – Blogs and Discussion http://bit.ly/9aZ0uN #pmot
Reading: Control Factors in Project Management – PM Hut http://bit.ly/cW1LXg #pmot
Reading: Leyes que se cumplen en todos los proyectos | Think Like a Project Manager http://bit.ly/aOs1yr #pmot
New addition to PM blogroll: “Enterprise Navigator” http://bit.ly/au8DTD #pmot
New addition to PM blogroll:  “Think Like a Project Manager” http://bit.ly/au8DTD @albertcmz #pmot
Reading: Developing Competency « Mosaicproject’s Blog http://bit.ly/clJpmJ #pmot
Reading: Beyond The Firewall: 7 Signs of Highly Effective Projects http://bit.ly/cwR4jl #pmot
Reading: SUPERCOMPETENT KEY #2: AVAILABILITY http://bit.ly/96Iuij #pmot
Reading: Good Project Plan Schedules « Fear No Project – A Project Management Blog http://bit.ly/bXFWU8 #pmot
Check out my new PM blogroll http://bit.ly/au8DTD #pmot
Reading: iJournal: The Impossible Project Triangle http://bit.ly/9fnDIT #pmot
Reading: The Critical Path by Derek Huether » How Do You Know Your Metrics Are Worth It http://bit.ly/aW7UTo #pmot
Reading: The 10 Traits of Highly Effective Project Milestones – PM Hut http://bit.ly/bjHoDY #pmot
Reading: Project Management Articles – PM Hut http://bit.ly/9oDZZB #pmot
Reading: How to brain storm! http://bit.ly/cJg5iq #pmot
Reading: Herding Cats: What is a Project Plan? http://bit.ly/bzjueK #pmot
Reading: “Train them, and train them fast!” http://bit.ly/d5nzKP #pmot
Reading: Five Collaboration Mistakes Leaders Should Avoid – The Conversation – Harvard Business Review http://bit.ly/aUG2q4 #pmot
Reading: Paradigm shifts. The True Nature of Successful Project Teams; Everyone is a Sponsor http://bit.ly/ahXwLz #pmot
Reading: Complex Project Management – What’s All the Fuss About? http://bit.ly/bJEGLU #pmot
RT @projstream: Dept of Energy Earned Value Requirements – http://cli.gs/T7Uuz #pmot
Reading: Are You “Knowledge Seeking” or “Problem Solving” – or Both? http://bit.ly/9BCpLW #pmot
Reading: A General Model of Decision Making http://bit.ly/aIOtAG #pmot
Reading: AtTask – The Value of Social Media and Its Impact on Project-Based Work http://bit.ly/at4kDl #pmot @attask
Reading: pm-lotus | Defining Scope using Deliverables http://bit.ly/b4QLJQ #pmot
Reading: The Resource-Loaded, Dependency-Linked Schedule: Where’s the Love? « Shisso http://bit.ly/c4iTXO #pmot @jgodfrey
Reading: Expert advice on fixed date projects | A Girl’s Guide to Project Management http://bit.ly/aAIvkB #pmot @pm4girls
Reading: Scope crêpe: The Cost of Community http://bit.ly/a5Njom #pmot
Reading: Do You Have an Edge? | N2Growth Blog http://bit.ly/a1kq9J #pmot
Reading: Herding Cats: PM 2.0 Communications Channel Bandwidth Requirements http://bit.ly/dBUL4B #pmot
Reading: Earned Schedule http://bit.ly/cwMToy #pmot
Reading: Cultivate Teams, Not Ideas http://bit.ly/cC2qeK #pmot
Reading: Universal Laws of Risk Management http://bit.ly/b03RBE #pmot
Reading: Herding Cats: The WBS and Estimating http://bit.ly/bcgAkP #pmot
Reading: Separate Estimating from Committing http://bit.ly/arem5J #pmot
Reading: A New Fan of Project Charters « CottagePM.com http://bit.ly/cYcipO #pmot
QOTD: There are two kinds of people – Project Managers, and everyone else who wish they were Project Managers. #pmot thanks @derekheuther
Reading: Rogue Project Leader: People -vs- Angels http://bit.ly/a48PsV #pmot
RT @JoelOnPM: Excellent 2 part blog post on how to handle becoming an Accidental Project Manager http://bit.ly/cJuTTL #PMOT
RT @AMAnet: Who’s afraid of project deadlines? #project #management | http://ow.ly/1516E #pmot
Reading: Entrepreneurs: Beware of Vanity Metrics – Harvard Business Review http://bit.ly/bTb8jq #pmot >Like the “3 ‘A’s”
RT @icarito: #PMOT #Odisea filosofía #coodots “Hope for the best – plan for the worst” “Espera lo mejor, ten un plan por si acaso”
RT @MadProjectMgr: Enthusiasm does not compensate for lack of competence; it just means you make more mistakes, faster. #pmot
RT @aqtech @Anis_Malouche PMO Success: Determining the Role, Personnel, and Maturity of the Project Office http://tinyurl.com/ybt7pq6  #PMOT
Lessons for PMs: Why Winning Streaks End – Rosabeth Moss Kanter – Harvard Business Review http://bit.ly/aDWvWp #pmot
Reading: Critical Chain Project Management: History and Value http://bit.ly/9vjzI4 #pmot
RT @strategicppm: Three Tips For Better Post-Mortems: http://wp.me/pzEY6-7J > Doesn’t post-mortem assume  death?  #pmot
Reading: All Things Workplace: Influence and Leadership: Raise the Standard http://bit.ly/bBurWE #pmot
RT @dougbachelor: RT @gilmarhansen: RT @Gartner_inc: #Gartner: Seven Major Guidelines to #BPM Project Success http://bit.ly/bX5Gqu #pmot
RT @brown_note: Use Cases:  Me either! http://bit.ly/c1XYRH #PMOT #BAOT #PMI #IIBA
Worth a try: Big Granddaddy of Excel Project Tracking | Papercut Edge http://bit.ly/990Z9v #pmot
@splett  PM success is achieved through the team, not self. #pmot
RT @splett: Should a project manager always enable his team to archive success instead of promoting himself? #pmot A good one always will!
Reading: The Need for Formal Project Change Control http://bit.ly/dpRZpl #pmot
Reading: 12 Behaviors You Can Practice to Make You a More Inspiring Leader http://bit.ly/ctRPOf #pmot
Reading: How framing affects our thought processes http://bit.ly/bdJ602 #pmot >good lesson for project communication
A key to success: Learn How to Manage Your Boss http://bit.ly/aLtmKb #pmot
Reading: Rogue Project Leader: The FIST Manifesto http://bit.ly/9WYk53 #pmot
Reading: Herding Cats: Credible Estimates http://bit.ly/dwolJQ #pmot
Reading: Project management today – applying “agile” principles http://bit.ly/cPT9Gn #pmot
Reading: Projects and the ungrounded middle http://bit.ly/cVyaUv #pmot
Reading: What Makes a Successful Project Manager? http://bit.ly/dBAlic #pmot
Reading: A Computational Formulation of WBS in Construction Project Management – PM Hut http://bit.ly/9kXbNP #pmot
Reading: Better Projects: Time to Retire “Scope Creep”? http://bit.ly/cIORgu #pmot
Reading: Herding Cats: The 5 Immutable Principles of Project Management http://bit.ly/c5SZMS #pmot
RT @RosabethKanter: #Leadership Trap: Believing anything can remain private. Leadership Tip: Always act as if the cameras are on. #pmot
Reading: pm-lotus | Project Management and the Four Cultures http://bit.ly/cTH0Xu #pmot
Reading: What is Pareto Distribution? http://bit.ly/ccs9hD #pmot
Reading: Find a mentor http://bit.ly/arPIxw #pmot
Reading: Project Communication and Social Networking | quantmleap http://bit.ly/bnNZex #pmot
RT @AMAnet: The Science of Asking Great Questions #leadership #communications | http://ow.ly/134DL  #pmot
RT @Agilebuddy: Interesting take, STUPID vs SMART goals http://ow.ly/12Ofs #pmot
An ah-ha moment indeed! RT @Agilebuddy: Interesting take, STUPID vs SMART goals http://ow.ly/12Ofs
RT @AMAnet: The Politically Incorrect Truth about Team Building.  http://ow.ly/12Wih #pmot
No! RT @albertcmz: Does everybody agree? RT @purpleprojects: If you fail to plan you are planning to fail. #pm #pmot
Good lesson for PMs: The Importance of Buffers http://bit.ly/a5Rar7 #pmot
Reading: Set up an agenda to keep meetings on track http://bit.ly/9nsnRT #pmot
RT @clarizen: RT @clarizen Emotional Intelligence and the project manager http://ow.ly/1nWtUQ #pmot
RT @begeland: HR should put PMP in proper perspective http://bit.ly/ctEkVU #pmot
RT @ManagerGuru: RT @sapelzin New blog post on project management: Project Management Proverbs – http://bit.ly/4ojB20 #pmot
Reading: Build a Web Worker Friendly Project Management Office http://bit.ly/d4YldF #pmot
Reading: How is disorganization and clutter affecting your job performance? http://bit.ly/cLZICe #pmot
RT @tykiisel: 6 keys to successfully implementing a PMO http://bit.ly/K8c8q #pmot #pm #prodmgmt #pmo #in
Reading: What Are the Factors Most Critical to the Success of a Project Manager http://bit.ly/b7qPLd #pmot
Reading: How Technology Affects Project Management http://bit.ly/bhYutv #pmot
Reading: Work out an elevator pitch for your project http://bit.ly/ahwGMu #pmot
RT @pmhut: Making Structured Analysis Your Foundation for Managing Requirements http://bit.ly/9TwRfP #pmot
Reading: Rogue Project Leader: Optimism & Estimates http://bit.ly/9E5W6x #pmot