Quote of the Day — Thomas Sowell

“Of course everything “works” by sufficiently low standards, and everything “fails” by sufficiently high standards.”

From: The […]

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. […]

Ten Quotes for Today

“Tell a man there are 300 billion stars in the universe and he’ll believe you. Tell him a bench has wet paint on it and he’ll have to touch it to be sure.” –Murphy’s Law
“Anything you lose automatically doubles in value.” -Mignon McLaughlin
“Knowledge is knowing a tomato is a fruit; Wisdom is not putting it in […]

7 Measures of Project Success

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

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
Cost or Investment: Meaning the budge allocated for the project should be met and […]

Quote of the Day — George Bernard Shaw

“People who say it cannot be done should not interrupt those who are […]

Quote of the Day

While you are out pursuing your dreams, take a moment to consider how you are messing up […]

Quote – Thomas Basbøll

It is, of course, the plan plus the action that explains success, not the action or the […]

Knowing What DONE Looks Like

Program success means…

Knowing what DONE looks like begins with the Integrated Master Plan.
Recognizing what DONE looks like when it arrives means measuring the planned Technical Performance.
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 […]

Critical Concepts Applicable to All Project Success

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

From: […]

The Rat Experiment

A great example of the importance of perception:

There was an experiment where researchers were given a set of rats and told to rate their ability to learn mazes.  They were told that certain rats were “smart rats” and had an abnormally high IQ.  When the researchers tested the rats, their studies showed that the “smart rats” […]

A Process Framework for Increasing the Probability of Project Success

A Process Framework for Increasing the Probability of Project Success

The processes needed to increase the probability of a project’s success include:

The cost estimates for the project and the basis of estimate for those costs. The customer wants to know how much the product or service will cost
A Work Breakdown Structure describing the products and their components […]

Quote – Glen Alleman

People, Processes, and Technology

Want to find the way to increase the probability of a project’s success? It’s not the tools – it’s the people.

I am currently working on a proposal response for a DoD agency RFP. I have been staring at this quote written on my whiteboard for almost two months. I believe it zeros right […]

Tools for Project Success

Let’s Have an Honest Conversation About PM 2.0

From a April 2009, Defense Acquisition University (people who know some things about project management) “Insight Days” conference, there are 5 core “tools” needed for program success:

Earned Value performance measurement used to measure physical percent complete
Risk Management and the Risk Matrices for each deliverables
A Work Breakdown Structure to describe […]

Quote – Terry Larimore

If you don’t know what success looks like for a particular project, you are too unclear to […]