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Prof. Dr. David Parnas(a pioneer in Software Engineering) has joined the group of scientists which openly criticize the number-of-publications-based approach towards ranking academic production. On his November 2007 paper Stop the Numbers Game, he elaborates on several reasons on why the current number-based academic evaluation system used in many fields by universities all over the world (be it either oriented to the amount of publications or the amount of quotations each of those get) is flawed and, instead of generating more advance of the sciences, it leads to knowledge stagnation.
What is the single item that could link corporate strategy, portfolio management, program management, project management and PMO together?
- Business Case
- Business Goal
- Corporate Vision
It will be my next project management research topic. Welcome for your suggestions and comments.
You can find the continuation of “Case Analysis of Compass Records: A Good Strategy” on my blog as follows:
Is this new strategy actually compatible with Michael Porter’s Five Generic Strategies?
How can we expand this strategy to other industries?
This situation is just like to an Umbrella. In the field of structural engineering, it is the similar to Hanging Bridges or refers to my article of “
"The Supporter Systems (sleepers) in the Nature for Tunneling" on below link:
in the field of geotechnical engineering.
One of the project issues I have encountered quite often is that should project manager holds accountability and responsibility of the profitability of product/service delivered by the project?
If the product/service delivered on time, within budget, comply to scope and quality, it deems to be successful from project manager's perspective. However, during a post-project review, the management found out that the product/service delivered by the project do not delivered financial returns as it expected or it didn't generate sufficient profit margin, should the project manager be responsible?
In some companies, people are not happy that the project managers "clean" their hands after the projects were completed. Should the project managers continue to montior the profitability of the products delivered by the projects?
Welcome for comments.
Project portfolio management has been around for quite a number of years. However, how many companies have adopted the project portfolio management process and tool? How many companies have recruited Portfolio Managers to manage the portfolios of projects?
Portfolio management is a good link between project management and strategies in the organization. However, the key executives don't seem to appreciate the values of portfolio management yet. Same applied to project practititioners as there is no certification on project portfolio management yet. (ie. certified project portfolio professional) What could be the key factors of slow adoption?
Lastly, should project portfolio management be a project function or management/executive function in the organization?
If you have a look at the job ads, most employers would prefer to engage project managers who could work on multiple projects concurrently.
However, Critical Chain methodology of Theory Of Constraints suggest that if we put the resources together to complete the critical task, it is more productive than working on multiple tasks. If the real world, it is unlikely that the project manager has the luxuary to work on a single project at a defined period nor he could have dedicated resources to work on a single task in the project.
In fact, it is logical that you put all the efforts to complete a single task, it is much productive than working on several tasks simultaneously. The project manager will make lesser mistake if to concentrate on a single project.
What could be the convincing approach to get the management's buy-in on focusing on critical task rather than getting the resources to work on all tasks (critical and not-so-critical) concurrently?
Anybody has done a research or experience that project manager could complete more projects if to focus one project at a time or to do multiple projects concurrently given a certain period of time?
Scenario A: Project Manager A to work on 4 projects separately. He spends 3 months on one project and move on to next project. All projects to be completed in 12 months.
Scenario B: Project Manager B to work on 4 projects concurrently. All the projects to be completed in 12 months.
Which scenario is more likely that the project manager complete all the projects on time, within costs and scope?
Sometimes is difficult to undergraduate students realize the practical implementation of PM theory.
I'm trying to develop a practical project based on theory, using a PM software tool (free). Is there any another tool or technique to improve it?